Fort Walton Beach — Fiscal Year 2014-15 Adopted Budget

FORT WALTON BEACH, FLORIDA www.fwb.org FY 2014-15 ADOPTED BUDGET  City of Fort Walton Beach, Florida 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 www.fwb.org PHONE DIRECTORY Mayor and City Council 833-9509 City Clerk 833-9509 City Manager 833-9504 Financial Services Public Information 833-9504 Accounting 833-9504 Administrative Services Customer Service (Utility Billing) 833-9500 Human Resources 833-9507 Purchasing 833-9524 Information Technology 833-9620 Fire Services (emergencies 911) Police Services (emergencies 911) Administration 833-9565 Administration 833-9547 Recreation & Cultural Services Dispatch 833-9533 Administration 833-9576 Records 833-9543 Cemetery (Beal Memorial) 833-9618 Engineering & Utility Services Docie Bass Recreation Center 833-9580 Administration 833-9607 Auditorium 833-9583 Building & Permitting 833-9605 Golf Course 833-9664 Code Enforcement 833-9601 Heritage Park & Cultural Center 833-9595 Field Office 833-9613 Library 833-9590 Garbage Collection 833-9655 Tennis Center 244-4566 Planning & Zoning 833-9697 Streets & Stormwater 833-9932 Water Operations 833-9630 On the Cover Top Left: The City is over halfway completed with the construction of a 33,000 square foot recreation center with a 10 athletic field complex. The complex will have facilities for basketball, volleyball, racquetball, baseball, soccer, softball, dance, senior programming, a game room, after school programs, and an exercise track. Top Right: The City unveils one of eight new police vehicles approved for purchase by the FWB City Council. Bottom Left: FWB firefighters Brandon Waterhouse and Edward Harrison help a young “recruit” during a hands-on educational demonstration at the Autism Society’s Color Run and Family Expo. Bottom Right: Residents and visitors enjoy Concerts at the Landing, a series of free, family friendly entertainment presented by the City of Fort Walton Beach and community partners. Budget Availability Reference copies of the annual budget are available at the City Clerk’s Office and Library. The budget may also be viewed and printed from the City’s website: www.fwb.org.  CITY OF FORT WALTON BEACH, FL 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 850-833-9500 www.fwb.org Table of Contents Page # City Council, Appointed Officers, & Directors ……………………………………………….. 3 Core Values, Vision, Mission …………………………………………………………………… 4 City Manager’s Budget Message ………………………………………………………………. 5 Budget Overview Fund Structure ……………………………………………………………………………….. 12 Budget Basis & Budget Process ……………………………………………………………... 14 Financial Policies …………………………………………………………………………….. 18 Debt Schedules ………………………………………………………………………………. 24 Summary of Estimated Financial Sources & Uses …………………………………………… 26 Executive Budget Summary ……………………………………………………………………. 28 Summary Budget Information Revenue Discussion……………………………………………………………………………. 36 Expenditure Discussion………………………………………………………………………... 40 Personal Services ……….…………………………………………………………………….. 45 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 51 Revenues ……………………………………………………………………………………... 53 0100 City Council ……………………………………………………………………………. 58 0200 City Manager …………………………………………………………………………… 60 0220 Information Technology ……………………………………………………………….. 62 0300 Human Resources ……….……………………………………………………………... 64 0310 Risk Management ……………………………………………………………………… 66 0400 City Clerk ………………………………………………………………………………. 68 0500 Financial Services ……………………………………………………………………… 70 0530 Purchasing ……………………………………………………………………………… 72 0800 Police …………………………………………………………………………………… 74 0900 Fire ……………………………………………………………………………………... 78 1000 Recreation Services …………………………………………………………………….. 82 1010 Parks ……………………………………………………………………………………. 86 1015 Right-of-Way …………………………………………………………………………… 88 1040 Golf Club ……………………………………………………………………………….. 90 1045 Golf Grounds …………………………………………………………………………… 92 1060 Library ………………………………………………………………………………….. 94 1070 Museum ………………………………………………………………………………… 96 1080 Cemetery ……………………………………………………………………………….. 98 1200 Engineering Services …………………………………………………………………… 101 1205 Planning & Zoning ……………………………………………………………………... 104 1217 Code Enforcement ……………………………………………………………………… 106 1220 Fleet ……………………………………………………………………………………. 108 1230 Facilities ………………………………………………………………………………... 110 1240 Streets …………………………………………………………………………………... 112 1500 Non-Departmental ……………………………………………………………………… 114 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 115 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 118 FLORIDA BUILDING CODE FUND ……………………………………………………………. 120 1  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 124 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 128 Revenues ……………………………………………………………………………………... 129 0800 Police ……………………………………………………………………………………. 130 2000 CRA ………………….…………………………………………………………………. 132 DEBT SERVICE FUND …………………………………………………………………………. 134 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 136 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 138 Revenues ……………………………………………………………………………………... 139 0520 Customer Service ………………………………………………………………………. 140 1300 Utility Services …………………………………………………………………………. 142 1310 Water Operations ………………………………………………………………………. 144 1340 Water Distribution ……………………………………………………………………… 146 1350 Sewer Collection & Treatment …………………………………………………………. 148 1500 Non-Departmental ……………………………………………………………………… 151 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 152 Revenues ……………………………………………………………………………………… 153 1360 Solid Waste ……………………………………………………………………………... 154 1370 Recycling ……………………………………………………………………………….. 156 1500 Non-Departmental ……………………………………………………………………… 158 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 160 Revenues …………………………………………………………………………………….. 161 1380 Stormwater …………………………………………………………………………….. 162 1500 Non-Departmental …………………………………………………………………….. 164 IT Replacement Program ……………………………………………………………………… 165 Fleet Replacement Program …………………………………………………………………… 170 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 172 Five-Year Funding Schedule ………………………………………………………………… 174 General Fund Projects ……………………………………………………………………….. 176 CRA Fund Projects ………………………………………………………………………….. 194 Utilities Fund Projects ………………………………………………………………………. 198 Stormwater Fund Projects …………………………………………………………………… 208 Statistical Information History & Profile …………………………………………………………………………….. 211 Neighborhood Information ………………………………………………………………….. 212 Location, Employment ………………………………………………..…………………….. 216 Demographics ……………………………………………………………………………….. 217 Property Taxes ………………………………………………………………………………. 218 Select Fee Schedules ………………………………………………………………………… 219 Five Year Financial Forecasts……………………………………………………………….. 220 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 222 Acronyms …………………………………………………………………………………….. 232 Budget Resolutions Millage Rate ………………………………………………………………………………….. 233 Budget Adoption ……………………………………………………………………………... 234 2  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Bobby Griggs (Seat 1), Joyce Gossom (Seat 2), Amy Jamieson (Seat 5), Bull Ridgon (Seat 6), and Dick Rynearson (Seat 7). Left to right (seated): John Mead (Seat 3), Mayor Mike Anderson, and Mike Holmes (Seat 4). Council members are elected in odd years for four year staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in the City Council Chambers located at 107 Miracle Strip Parkway, Fort Walton Beach, Florida. Appointed Officers Department Directors City Manager – Michael Beedie Engineering & Utility Services – Tim Bolduc City Clerk – Helen Spencer Financial Services – Brandy Ferris City Attorney – Hayward Dykes, Jr. Fire Services – Ken Perkins, Chief Human Resources – Tarey Franxman Police Services – Ted Litschauer, Chief Recreation & Cultural Services – Jeff Peters 3  Core Values Rather than being just words found on the website or located at the top of letterhead, these core values are the guiding principles by which City Council, Department Directors, and City Staff will conduct themselves, allocate resources, and prioritize goals and objectives. These principles form a non-negotiable code of conduct and will guide our government on who we hire, how we train, and how we reward. These values will define who we are, what we stand for, and influence policies, procedures, and guidelines. Adopted by City Council in May 2011, after a collaborative effort by Department Directors and the City Manager to consolidate employee suggestions, these five core values represent the first milestone in instituting the City’s new Performance Excellence Program. Integrity We will conduct ourselves in an honest, trustworthy, and ethical manner. Accountability We will take full responsibility for our actions, resources, and attitudes. Teamwork We will work together to provide quality services. Customer Service We will be professional, use all available resources, and strive to meet the needs of our customers. Continual Improvement We will promote a culture that seeks to better our organization. Adopted by City Council in September 2011, after a collaborative effort by Department Directors and the City Manager, the updated Vision and Mission for the City are as follows: Vision The City of Fort Walton Beach: a recognized leader in the provision of Community Services. Mission To enhance and protect the Community by providing quality services. 4 City Manager’s Budget Message October 1, 2014 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2014-15 municipal budget. The City of Fort Walton Beach budget is designed to meet the highest standards of municipal budgeting. This budget continues the City’s commitment of providing quality services in a cost controlled manner, ensuring recurring revenues fund recurring expenses, and maintaining prudent cash reserves. This year’s budget process emphasizes sound fiscal management and sustainability to achieve the goals established by citizens, City Council, and staff. The FY 2014-15 budget of $37,218,231 is $2,502,048 or 7.2% more than the adopted FY 2013-14 budget due to the completion of Pump Station #1 along with a new Force Main, resulting in additional debt service expenses as well as increased operating expenses throughout the City. Additionally, Ad Valorem revenues are anticipated to increase 1.71%, generating approximately a $86K revenue increase in the General Fund and a $16K increase in the CRA Fund. The budget is predicated on maintaining a millage rate of 5.7697 mills. ECONOMIC ENVIRONMENT National economic indicators - somewhat useful for evaluating the local framework within which the City of Fort Walton Beach operates - seem to indicate continued economic recovery. Consumer Price Municipal Cost Consumer Confidence Leading Economic Index Index Index Index *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact.* The Consumer Price Index (CPI) – prepared by the US Bureau of Labor Statistics and the most widely used gauge of inflation – is 2.3% higher than a year ago for the southern region. The Municipal Cost Index – prepared by American City & County to show the effects of inflation on the cost of providing municipal services – is 2.4% higher than a year ago. Although higher prices have a negative budgetary impact, they do signal an improving economy. The Consumer Confidence Index – prepared by The Conference Board based on a representative sample of US households – is at its highest level since January 2008. The Leading Economic Index – also prepared by The Conference Board and designed to signal turning point patterns in economic data – has had broad-based growth over the past six months. According to economists at The Conference Board, this signals “an economy that is expanding in the near term and may even somewhat accelerate in the second half.” Economic stabilization is evident on a local level as well. The State of Florida projects an increase for three of the four of the City’s revenue sharing funds (local option fuel tax, municipal revenue sharing, and half-cent sales tax), which suggests an uptick in discretionary spending. However, the communication services tax revenues are slightly down in projections due to a tax reduction on communication services. As mentioned earlier, the Okaloosa County Property Appraiser anticipates a 1.71% increase in taxable assessed value for the City, indicating the real estate market is still on the path to recovery. City of Fort Walton Beach, FL 5 City Manager’s Budget Message TOP BUDGET ISSUES Current Year – FY 2014-15 Prior Year – FY 2013-14 Wage Adjustments $268,714 ▲ Property Taxes $1,320,549 ▲ Pay & Classification Study implementation – Year 1 Millage rate increase from 4.5383 to 5.7697 to fund a of 5. sustainable General Fund budget. Wage Adjustments $280,166 ▲ Cost Allocation Plan $603,867 ▲ CPI since the last adjustment on 10/01/2008; spread Updated cost allocation plan over a two year period and tiered based on tenure. Golf Club $369,386 ▼ Utilities Fund $2,158,692 ▲ Moved operations from enterprise fund to General Increased operational expenses and debt service. Fund to facilitate self-sustainability. Property Taxes The City’s 2014 gross taxable property value for operating purposes is $1.147 billion, an increase of $19.6 million, or 1.71%, from the 2013 final gross taxable property value of $1.127 billion. Property taxes primarily fund General Fund operations. However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. 1,600 7 1,400 6 Ad Valorem Taxes (millions) 1,200 Taxable Value (millions) 5 1,000 4 800 3 600 2 400 200 1 - - 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained or decreased the millage (tax) rate during the real estate boom (FY 2004-05 through FY 2007-08). The City maintained the millage rate during FY 2008-09 and FY 2009-10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. In FY 2013-14 the City simply did not have room to “do more with less”, and raised the millage rate to 5.7697 mills, anticipating an additional $1.1M in the General Fund and $205K in the CRA Fund. The budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $102K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. City of Fort Walton Beach, FL 6 City Manager’s Budget Message Wage Adjustments For the past five years, the City’s Pay Classification Step Plan has been frozen and utilized only for new hire placement. The last Pay & Classification Study was performed in 2005, and it is recommended that these Plans be reviewed and updated every five years to maintain the integrity of the Plan. On October 8, 2013, City Council approved retaining Evergreen Solutions to perform a Pay & Classification Study and to recommend an implementation schedule for a new, updated Pay & Classification Plan. The City’s current pay scales were benchmarked against 11 local governmental agencies, including Okaloosa County. The City is, on average, 15.7% below market at the minimum for all benchmarked classifications, 12.8% below market at the midpoint, and 7.2% below market at the maximum. Evergreen Solutions recommended a five year implementation for the new Pay & Classification Plan (all numbers have been adjusted for inflation), which was accepted by City Council on June 30, 2014. The steps for implementing the Pay & Classification Plan are as follows: 1. Increase each employee’s salary, as applicable, to the minimum of his/her recommended pay grade - if the salary is already within the recommended pay grade, no adjustment will be made. 2. Introduce parity based on the employee’s years of service – each employee would be placed in the proposed pay range based on the following scale (employees who currently fall into the recommended pay range will receive no increase): • Employees employed 0-5 years – 0% • Employees employed 6-10 years – 15% • Employees employed 11-15 years – 30% • Employees employed 16-20 years – 45% • Employees employed greater than 20 years – 60% The financial impact for Year 1 was estimated by Evergreen Soultions to be a total of $257K, excluding Fire Bargaining Union Members, whose current contract calls for a 3.5% across the board adjustment on October 1, 2014. Any future adjustments will require negotiation. The total budgetary impact of the Plan is estimated at $1.34M over the five-year implementation period. The financial impact for the future years is: $259K for Year 2; $264K for Year 3; $279K for Year 4; and $286K for Year 5. Cost Allocation Plan The City’s first Cost Allocation Study was completed in September 1998 by KPMG Consulting based on data from FY 1997. Since then, the Cost Allocation Study has been updated consistently on a five-year basis. In July 2014, the City’s latest Study was completed and has been included in the FY 2014-15 budget. MGT conducted an in-depth review of each General Fund department to determine the types of services provided and which divisions benefited from those services; completed time analyses to determine the time spent on services; and reviewed all accounting, purchasing, budgeting, and computer transactions to allocate costs to the appropriate division, department, and fund. Building and equipment use were allocated based on square footage and dollar value, respectively. Both actual financial and statistical data for FY 2013 were used and the Cost Allocation Plan was prepared in accordance with full costing concepts, which incorporate all expenditures of the City except capital outlays, election expenses, and grants-in-aid. MGT determined the General Fund provides the following services to Enterprise and Other Special City of Fort Walton Beach, FL 7 City Manager’s Budget Message Revenue Funds: • Accounting – payroll, accounts payable and receivable, general accounting • Human Resources – recruitment & retention, benefits administration, insurance & risk management • Information Technology – hardware & software management, network support • Engineering & Utilities – engineering, service maintenance, fleet maintenance, drainage, general labor • Purchasing – competitive bidding, purchase of general goods and supplies Interfund transfers developed from the Cost Allocation Plan account for the reimbursement of business activities provided to the other funds. According to the Governmental Accounting Standards Board (GASB), there are two major categories of interfund transfers: • Residual Equity Transfer – a non-recurring or non-routine transfer that may include contribution of capital or a residual balance from one fund to another. • Operating Transfer – any other transfer between funds. Examples include annual transfers to a capital projects or debt service fund, operating subsidy transfers from the general fund, or transfers from an enterprise fund that serve as a resource for general fund expenditures. The guidance is silent on the amount of or calculation of the transfer. The Government Finance Officers Association (GFOA) defines interfund transfers as “flows of assets without equivalent flows of assets in return and without a requirement for repayment.” Examples include a general fund’s annual subsidy of an enterprise fund and the remittance of a portion of an enterprise fund’s surplus to the general fund. The “blue book” is silent on the amount of or calculation of the transfer. The final Cost Allocation Study for FY 2014-15 has been adjusted from the previous year as follows: Cost Allocation Study - Interfund Transfers Transfer from Stormwater Transfer from CRA Transfer from FBC Transfer from Sanitation Transfer From Utilities 0 2,000 4,000 6,000 8,000 10,000 12,000 Hundreds FY 2013-14 FY 2014-15 Utilities Fund The Utilities Fund is projected to experience a $2.2M shortfall in FY 2014-15. This is primarily attributable to increased wastewater flows to Okaloosa County’s Arbennie Pritchett WRF, due to higher accuracy meters and the introduction of inflow and infiltration (I/I) into the system. The City has secured $1.25M from a State Revolving Fund Loan that will enable the City to immediately begin projects to assist with the I/I reduction, thereby reducing these costs. A new five-year rate study is underway to determine the required rate increase to generate enough City of Fort Walton Beach, FL 8 City Manager’s Budget Message revenue to sustain a renewal and replacement reserve and account for the debt service associated with the new force main and pump station. The Rate Study will be adopted in October, after the final adoption of the FY 2014-15 budget. OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion on pages 36-40) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Enterprise revenues are based on historical usage and/or number of customers, adjusted for current rates. 2. An estimated 5% water and sewer rate increase on October 1, 2014 is assumed for budget purposes. A new five-year utility rate study is underway to determine the required rate increase to generate enough revenue to sustain a renewal and replacement reserve and account for the debt service associated with the new force main and pump station. The rate study will also assess the possibility of combining the stormwater fund with the utilities (water & sewer) fund. The stormwater master plan has been completed and the list of priority projects will determine the appropriate rate structure to fund required improvements. 3. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. Law Enforcement Trust Fund – $12,785 from unassigned fund balance for meth lab cleanup and forefeiture legal fees. The Florida Attorney General has opined that it is not permissible to budget forfeiture revenues, so an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. b. Law Enforcement Training Fund – $1,490 from unassigned fund balance for operational needs. c. Florida Building Code – $13,754 from unassigned fund balance for a portion of the cost of an SUV. d. Community Redevelopment Agency – $18,383 from restricted fund balance to fund a portion of the Master Plan for the Landing. e. Utilities Fund – $2,158,692 from restricted net assets (renewal & replacement) to balance the budget pending the results of the Rate Study. f. Stormwater Fund – $58,176 from restricted net assets (renewal & replacement) for Walkedge Drive Seawall and other improvement identified in the Stormwater Master Plan. EXPENSES (detailed discussion on pages 40-43) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiums increased by 6%. b. General employee pension – the City’s contribution rate increased 2.79% to 30.70%, or $1.3M, with the assumption that City Council adopts plan changes adjusting benefits to offset required contribution increases. City of Fort Walton Beach, FL 9 City Manager’s Budget Message c. Police officer pension – the City’s contribution rate decreased from 43.6% to 32.7% per the actuarial analysis, resulting in $211K that will be used to offset the cost of the implementation of the Pay & Classification Study. d. Firefighter pension – the City’s contribution rate decreased from 37.8% to 34.9% per the actuarial analysis, resulting in $81K that will be used to support wage adjustments within the department. 3. The following computer replacements are budgeted at a total cost of $73K; the FY 2014-15 IT replacement schedule can be found on pages 163-167. a. General Fund – network switch, various laptops/desktops, and 4 servers b. Utilities Fund – various laptops and desktops c. Stormwater Fund – various laptops and desktops 4. The following vehicle and equipment replacements are budgeted at a total cost of $739K; the FY 2014-15 vehicle and equipment replacement schedules can be found on pages 168-169. a. General Fund – 5 EA patrol vehicles (Police), 1 EA thermal imaging camera (Fire), 1 EA SUV (Fire), 1 EA pitching machine (Recreation), 2 EA trailers (Recreation), 1 EA chemical sprayer (Recreation), 1 EA fuel pump generator (Engineering), 1 EA backhoe (Engineering), 4 EA flashing school zone beacons (Engineering), and 1 EA utility bed truck (Engineering) b. FBC Fund – 1 EA SUV c. Utilities Fund – 1 EA schonstedt magnetic locator, 1 EA motorized pallet jack, 1 EA concrete saw with cart, 11 EA radios, 1 EA high pressure sewer line descaling nozzle, and 3 EA Air Release Valves for PS 1 Force Main d. Sanitation Fund – 1 EA frontloader truck e. Stormwater Fund – 1 EA 3” trash pump/hose 5. The following capital improvement projects (CIPs) are budgeted at a total cost of $1.17M. More detailed information for CIPs is available on pages 170-205. Recurring a. Utilities Fund – Water Line Replacement, Sewer System Rehabilitation Non-Recurring a. General Fund – new storage building, fence repair at Jet Stadium, Recreation Center Phase II Seed Money, cart path repairs, asphalt paving at Pines Golf Course, replace multiple HVAC units, and street resurfacing b. CRA Fund – replace city signs and gateway c. Utilities Fund – replace multiple HVAC units, flooring in Field Office, Lift Station Rehabilitation d. Stormwater Fund – Walkedge Drive seawall, improvements identified in the Stormwater Master Plan 6. Certain capital improvement projects, grants, and/or purchases that were authorized, budgeted, and appropriated by City Council in a prior fiscal year but are incomplete as of September 30th City of Fort Walton Beach, FL 10 City Manager’s Budget Message are carried forward into the new fiscal year. These special projects and purchase order encumbrances are identified in the budget resolution at the end of the document. ACKNOWLEDGEMENTS Preparation of this budget would not have been possible without the efficient and dedicated services of Finance Director Brandy Ferris and Financial Analyst Nicole Nabors. I would like to express my appreciation to all Department Directors and staff who assisted and contributed to the preparation of this budget. I would also like to thank the Mayor and City Council for their commitment to conducting the financial operations of the City of Fort Walton Beach in a responsible and progressive manner. Sincerely, Michael D. Beedie City Manager The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Fort Walton Beach, FL 11 Budget Overview The fundamental purpose of the City’s budget is to link what City Council wants to accomplish for the community with the resources necessary to do so. As such, the budget offers more than just financial elements – it presents an overview of the City's overall operations. This document is intended to provide City Council and our citizens with a plan addressing financial, operational, and policy issues. The budget serves as a: Policy Document – The budget presents financial policies, addresses Vision and The City’s Business is SERVICE Strategic Plan goals, and identifies the short We are committed to providing quality service to and long-term impacts programs, services, our community in ways that are responsive and and capital improvements will have on the caring by working together to serve our residents. City’s operations and finances. We believe that the success of our organization depends upon the teamwork, mutual trust, and honesty Financial Plan – The budget outlines the achieved through our commitment to the following financial structure and operational changes Core Values: required for financial stability, including the
Integrity: we will conduct ourselves in an capital improvements program and debt honest, trustworthy, and ethical manner. management information.
Accountability: we will take full responsibility for our actions, resources, and attitudes. Operations Guide – The budget provides direction to departments by identifying the
Teamwork: we will work together to provide quality services. relationships between organizational units and
Customer Service: we will be professional, use programs, identifying the workforce and all available resources, and strive to meet the historical data on operations, identifying the needs of our customers. impact of capital spending, and establishing
Continual Improvement: we will promote a measurable performance goals and objectives culture that seeks to better our organization. for managers to evaluate the effectiveness of their organization. Communication Device – The budget is presented in a format that is easily understood through the use of charts and graphs, icons, statistical information, and narrative descriptions. The budget is a financial operational plan estimating expenditures for a given period and the proposed means to finance those objectives. The State of Florida requires municipalities to prepare a balanced budget, whereby sufficient resources must be identified to fund programs and services. The fiscal year for all Florida cities begins October 1st and ends September 30th. The sheer volume and complexity of information can make the budget an imposing document. The reader should always keep in mind that this document answers two core questions: “Where is the City of Fort Walton Beach’s money coming from?” and “How will that money be used?” FUND STRUCTURE An important concept in governmental accounting and budgeting is the division of the budget into categories called funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called fund accounting. Fund accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial reporting; however, generally accepted accounting principles (GAAP) require all these individual funds to be aggregated into specified fund types. Any fund constituting 10% or more of the appropriated budget is considered a “major” fund. City of Fort Walton Beach, FL 12 Budget Overview There are basically three groups of funds in governmental accounting: • Governmental Funds – account for activities supported by taxes, grants, and similar resources and include most governmental functions; fund types include general, special revenue, capital projects, debt service, and permanent. • Proprietary Funds – account for activities similar to those often found in the private sector; fund types include enterprise and internal service funds. • Fiduciary Funds – account for assets not available to support the government’s programs that are held in a trustee or agent capacity; fund types include private- purpose trust, pension and other employee benefit trust, investment trust, and agency funds. General Fund – Accounts for all financial resources not accounted for in other funds (e.g. human resources, finance, police, fire, recreation, code enforcement, streets). Special Revenue Funds – Account for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. • Law Enforcement Trust Fund – grants, forfeitures • Law Enforcement Training Fund – traffic fines • Florida Building Code Fund – building permit & inspection fees • Community Development Block Grant – entitlement grant • Community Redevelopment Agency – tax increment financing (i.e. ad valorem taxes) • Beal Memorial Cemetery Perpetual Fund – lot, crypt, and niche sales Debt Service Fund – Accounts for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Capital Projects Fund – Accounts for financial resources to be used for the acquisition or construction of major capital facilities, thereby more accurately accounting for a variety of one- time facility improvements and construction projects. Enterprise Funds – Account for operations that are financed and operated in a manner similar to a private business – where the intent of the governing body is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Related capital projects are accounted for in the individual enterprise funds. • Utilities Fund – water, sewer • Sanitation Fund – garbage, recycling, yard waste • Stormwater – stormwater A department may have multiple divisions or be financed by multiple funds. The chart below illustrates the relationship between the City’s fund financial structure (e.g. accounting) and the City’s departments (e.g. operations). City of Fort Walton Beach, FL 13  Budget Overview Accounting Law Law Department/ General Enf. Enf. FBC CDBG CRA Utilities Sanitation Stormwater Division Trust Train City Council √ City Manager √ Information Tech √ General Human Resources √ Gov’t Risk Management √ City Clerk √ $4.4M Finance √ Purchasing √ Fleet √ Facilities √ Public Safety Police √ √ √ √ $9.1M Fire √ Recreation √ √ Parks √ √ Recreation Right-of-Way √ Operations Services Senior Center √ Golf Club √ $5.4M Library √ Museum √ Cemetery √ Engineering Svcs √ √ √ Planning/Zoning √ Bldg Insp/Permits √ Code Enforcement √ Engineering Streets √ & Utility Customer Service √ Services Utility Services √ $18.2M Water Operations √ Sewer Operations √ Water Distribution √ Sewer Collection √ Sanitation √ Stormwater √ DEPARTMENT & DIVISION INFORMATION A Department is a major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g. Police Department, Recreation Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes of financial reporting in accordance with generally accepted accounting principles City of Fort Walton Beach, FL 14 Budget Overview (GAAP) is not the same basis used in preparing the budget document. All funds are budgeted on a cash basis. In GAAP financial statements, however, governmental funds use the modified accrual basis of accounting and proprietary funds use the accrual basis of accounting. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET PROCESS This budget continues the City’s commitment of using planning processes and citizen input as blueprints for providing services and programs for the betterment of the community. Planning Processes Frequency Description Budget Impact Comprehensive Long Range Plan - Provides direction to guide Budget expenditures (e.g. Plan developed in 1990, and control development and Capital Improvements Plan) updated in 2000 & redevelopment, as required must be concurrent with the 2011. per Florida Statute Chapter Comprehensive Plan. 163. Vision Plan Long Range Plan - Defines the broad, idealistic Outlines the general allocation developed in 1994, values that citizens cherish of resources to achieve the updated in 2004 & and desire for their desired service levels and 2011. community and creates shared quality of life. commitments among citizens, City Council, and staff. Strategic Plan Mid-to-Short Translates the Vision Plan Allows for the reallocation of Range Plan – first into current and future resources due to changing held in 2004 and priorities based on importance priorities or economic updated annually to City Council and funding conditions. availability. Budget Policy Short Range Plan - Defines changes to service Provides the framework for Workshop held annually. levels or program objectives developing the current budget. based on City Council goals and available fiscal resources. Capital Short-to-Mid Provides estimated dates and Provides anticipated 5-year Improvement Range Plan - costs for the acquisition, funding level for facilities and Plan updated annually. construction, replacement, or infrastructure. renovation of facilities and infrastructure. Roles & Responsibilities The budget process begins in January with the Finance Director and Financial Analyst City of Fort Walton Beach, FL 15 Budget Overview developing five-year financial forecasts for the General and Enterprise Funds, including best, likely, and worst-case scenarios. Revenue assumptions are developed using financial forecasting software to analyze historical trends and account for any anticipated major economic or legislative changes. Revenue projections are continually updated until the budget is adopted to ensure the amounts are based on the most current information available. Expenditure assumptions are similarly developed in the forecast model considering relevant benchmark indices such as the municipal cost index, consumer price index, and producer price index. New programs and projects are also included to determine the future impact of current financial decisions. FISCAL FINANCIAL A Budget Meeting is held with City Council in June to YEAR BEGINS FORECAST DEVELOPED determine Council’s priorities and position issues specific to Oct 1 Jan development of the operational and capital budgets for the BUDGET BUDGET MEETING upcoming fiscal year. City Council’s decisions provide the ADOPTION Sep Jun framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal PUBLIC BUDGET DEPARTMENT MEETINGS resources projected in the five-year forecasts. The meeting is WORKSHOPS Aug BUDGET May/Jun COMMITTEE open to the public and the public is encouraged to attend and REVIEW Jun/Jul participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget development parameters, five-year capital requests, as well as corresponding revenue sources to fund their needs. In addition, they must conduct a comprehensive review of departmental goals, objectives, and metrics. The City Charter charges the City Manager with the duty of presenting a balanced budget to City Council. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the year or generated during the year) equals or exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed comprised of the City Manager, Finance Director, and Financial Analyst. The Committee conducts comprehensive meetings with Department Directors to review their budget requests and a collaborative effort is undertaken to achieve City Council and department goals within fiscal constraints. The Budget Committee enlists assistance for areas of specialized interests, such as the Information Technology Manager for computer issues and the Human Resources Manager for personnel and risk management issues. Department goals, objectives, and metrics are also evaluated during budget development to determine the effectiveness of program activities and appropriate funding levels. After the departmental meetings, the Budget Committee finalizes the proposed budget given revenue projections, economic conditions, funding requirements, and City Council program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. Community Participation The City solicits input annually from its residents and businesses to gauge citizen satisfaction and progress toward improving services. A 5.9% response rate (474 responses out of 8,080 surveys) was achieved for the fourth annual City Services Survey. The responses were presented to City Council and have been used to ensure resources are allocated to the most highly valued programs and activities. The City’s website and utility bills contain notices regarding the budget process and City Council’s budget meetings. City of Fort Walton Beach, FL 16 Budget Overview City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2014 Five-Year Financial Forecasts Developed responsible for reviewing the proposed June 2014 First Department Budget Submission Revenues Fee Schedule budget to ensure it meets the goals and Personnel Operating Expenses objectives of the City, conducting Computers Equipment/Vehicles Capital Improvement Projects meetings on the budget to enlist public June 2014 Departmental Budget Reviews comment, and conducting public hearings June 2014 City Council Budget Meeting prior to the final adoption of the budget. Discussion Budget Issues Set Proposed Millage Rate for TRIM Notice In August, a budget meeting is held with July 2014 Second Department Budget Submission the City Council to review and discuss Current Year Accomplishments the proposed budget. The City Manager Budget Year Goals & Objectives Performance Measures reviews major issues and Department August 11, 2014 City Council Meeting – Review Budget Directors are present for the discussions September 3, 2014 City Council Meeting – Adopt Tentative and study of the proposed budget. The Millage Rate and Budget by Resolution meeting is open to the public and the September 17, 2014 City Council Meeting – Adopt Final Millage public is encouraged to attend and Rate and Budget by Resolution participate. During September, two public hearings on the millage (i.e. property tax) rate and budget are held per State Statute before final budget consideration. These meetings are advertised as part of the agenda and Florida Law requires certain newspaper advertisements prior to the second and final budget hearing. At the public hearings, the public may make formal comment either for or against the proposed budget and ask questions of City Council about the budget. Budget adoption occurs in September after City Council deliberations and two public hearings. City Council may take action to modify the proposed budget at its discretion. Prior to budget adoption, City Council must adopt a millage rate to support budgeted funding levels. An adopted budget is published no later than October 1. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Financial Analyst. Spending control mechanisms include Finance Department review of purchase requisitions and departmental review of reports presenting budget versus actual revenues and expenditures. These financial reports are prepared and reviewed by staff monthly and provided to City Council quarterly to identify and communicate any spending variances. Performance measures are prepared and reported to Council quarterly to monitor progress against goals and objectives, citizen satisfaction, and benchmarks. Annual appropriations lapse at fiscal year end with the exception of encumbrances and appropriations related to multi-year projects and other items identified by City Council to be carried over to the next fiscal year. These carry-overs are included in the ensuing year’s adopted budget resolution. Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City of Fort Walton Beach, FL 17 Budget Overview City’s accounting system by the Finance Department. Budget Amendment Per Florida Statute 166.241, the adopted budget may be revised with a budget amendment approved by City Council in the same manner in which the budget was adopted. The resolution adopting the annual budget allows the budget to be amended by resolution provided that a corresponding funding source supports any additional expense. Transfers between funds and increases to a fund’s total budget are permitted by resolution adopted by City Council. Frequently, the budget is amended to record grants awarded to the City or other mid-year activities approved by City Council. The budget amendment increases or decreases the total amount of the adopted budget of each fund. FINANCIAL POLICIES The financial policies presented below set forth the basic framework for the overall financial management of the City, as well as provide guidelines for evaluating current activities and proposals for future programs. Financial Planning Long-Range Planning – Update the Vision Plan every ten years and hold a Budget Policy Meeting annually to ensure current and proposed programs and services reflect the values shared by citizens, City Council, and staff and to evaluate the impact on revenues and/or reserves. Prepare five-year General Fund revenue & expenditures projections and five-year Enterprise Fund pro-formas in conjunction with current year budget development to highlight the long-term impact of current decisions. These forecasts are provided in graphical format on page 215. Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process. Assets, as defined for purposes of this review, include computers, vehicles, and motorized equipment. Infrastructure improvements (e.g. street resurfacing, water/sewer lines, parks) are evaluated during development of the five- year capital improvements program. Balanced Budget – Prepare a balanced budget each fiscal year in accordance with Florida statutory requirements for municipalities. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. When anticipated revenues exceed budgeted expenses, a non- operating governmental expenditure line “Fund Balance – Reserved for Future Appropriation” or enterprise expense line “Reserved-Undesignated Net Assets” accounts for the excess. In reverse, when budgeted expenses exceed anticipated revenues, a non-operating governmental revenue line “Appropriation from Unassigned Fund Balance” or enterprise revenue line “Appropriation from Net Assets” funds the overage. Although the budget adopted by City Council is balanced, the budget may become unbalanced during the year due to a natural disaster, civic emergency, grant award, or other City Council action. When these changes occur, a budget amendment must be adopted by resolution of City Council. City of Fort Walton Beach, FL 18 Budget Overview Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. Revenues Taxes – Maintain the millage and other tax rates at levels commensurate with the service levels being provided. Services which have a citywide benefit shall be financed with revenues generated from a broad base, such as property and other taxes. Evaluate annually as part of the budget process. User Fees – Maintain fees and rates at appropriate levels to fund their corresponding purpose, especially in the Enterprise funds. Services where the customer determines the use shall be financed with user fees, charges, and assessments related to the level of service provided. User fees shall be maximized in lieu of general revenue sources for services that can be individually identified and where costs are directly related to the level of service. The extent to which the total cost of providing the service is recovered depends on the nature of the service. For governmental services provided for the public good (e.g. police and fire protection, street maintenance, and land use regulation), it may be appropriate for a substantial portion of the cost to be borne by the taxpayers. For proprietary services provided for the enjoyment of specific residents (e.g. recreation programs, cemetery operations), total cost recovery may be warranted. Evaluate annually as part of the budget process. Non-Recurring Revenues – Fund recurring expenditures with recurring revenues. One-time revenues will be reserved for future emergencies or projects identified by City Council to the greatest extent possible. Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits) to safeguard against a shortfall. Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in the General Fund and Enterprise Funds to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. City practice is to budget 1% of personnel and operating expenses as contingency funds to be used as a last resort. Budget residuals (excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred) will be exhausted before contingency funds are used. The City currently meets this policy for the applicable funds. Special Project Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. These are projects and/or purchases that are incomplete as of September 30 of any fiscal year that will be continued and made part of the appropriations for the ensuing year. These are budget funds for large items (usually capital purchases, projects, or studies) that were authorized and appropriated by City Council in a prior fiscal year but were not spent due to time constraints. City of Fort Walton Beach, FL 19 Budget Overview Encumbrance Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. In general, purchase orders close out at the end of the fiscal year unless they are identified for carryover as part of the budget process of the ensuing year. These encumbrances were authorized, budgeted, and appropriated by City Council in a prior fiscal year but were not fully receipted in due to the ongoing nature of the expense. Fund Balance (governmental funds) Fund balance refers to the difference between current financial assets and liabilities reported in a governmental fund. Since all related assets and liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net worth measure. Credit rating agencies monitor fund balance levels and strongly consider unrestricted fund balance when determining a local government’s creditworthiness. Fund balance is also important to guard against unanticipated events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. There are five types of fund balance: Restricted 1. Nonspendable (inherently nonspendable) – resources that cannot be spent because of form (e.g. inventory, long-term loans receivable) or because they must be maintained intact (e.g. endowment principal). 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation. Unrestricted 3. Committed (self-imposed limitations) – resources whose use is constrained by limitations that the governing body has imposed and remains binding until removed in the same manner.  Disaster/Emergency Reserve – City Council established a committed fund balance of 30% of annual budgeted expenditures per Resolution 2011-13 adopted August 16, 2011. This equates to $5.6M in the current year budget. 4. Assigned (limitation resulting from intended use) – resources whose use is constrained by a body or official designated by the governing body.  Subsequent Year’s Budget – City Council authorizes City management to set forth in the annual budget (and any amendments thereto) fund balance for specific purposes per Resolution 2011-13 adopted August 16, 2011. 5. Unassigned (residual net assets not otherwise classified) – total fund balance in excess of the nonspendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $720K. City of Fort Walton Beach, FL 20 Budget Overview Changes in Fund Balance Very minimal changes in reserves are anticipated, as displayed below, primarily due to the purchase of an SUV and a master plan for the Landing Park in the CRA. Actual Budget Variance FY14 to FY15 FY 2013 FY 2014 FY 2015 $ % General Fund $15,713,530 $15,582,575 $15,582,575 $0 0.0% Law Enf. Trust Fund $268,070 $255,285 $242,500 -$12,785 -5.0% Law Enf. Training Fund $11,188 $9,698 $8,208 -$1,490 -15.4% FBC Fund $183,117 $8,042 -$5,712 -$13,754 0.0% CDBG Fund -$2,745 $0 $0 $0 0.0% CRA Fund $2,035,225 $2,035,225 $2,016,842 -$18,383 -0.9% Debt Service Fund $21,156 $21,156 $21,156 $0 0.0% Beal Memorial Fund $2,516,011 $2,575,011 $2,634,011 $59,000 2.3% * Amounts depicted in chart include total fund balance Working Capital (proprietary funds) Working capital refers to the difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. Credit rating agencies consider the availability of working capital in their evaluations of a local government’s creditworthiness. Working capital is also important in mitigating unanticipated events and ensuring stable services and fees. The City’s target level of working capital is 90 days of annual operating expenses, and currently exceeds this level for all funds. It is not feasible to project this measure into the future. Actual FY 2011 FY 2012 FY 2013 Utilities Fund 163 297 270 Sanitation Fund 228 226 253 Stormwater Fund 425 353 337 City of Fort Walton Beach, FL 21 Budget Overview Net Assets (proprietary funds) Net assets refers to the difference between assets and liabilities reported in a proprietary fund, and may be considered a measure of net worth. There are two types of net assets: 1. Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period (e.g. debt service, impact fees). 2. Unrestricted – funds not required to be on hand and have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund.  City Council established that unrestricted net assets will be maintained at 33% of operating, debt service, and transfers out per Resolution 2011-13 adopted August 16, 2011. The City currently meets this policy for all funds. The rate study is currently underway for the Utility Fund to address the future policy of this Fund. Actual Estimate FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Utilities Fund 43.2% 74.4% 42.5% 34.5% 15.3% Sanitation Fund 61.1% 59.3% 64.0% 62.9% 64.1% Stormwater Fund 113.7% 94.3% 83.6% 89.5% 83.9% Investments Investment Philosophy – Funds shall be invested in a manner that will ensure the safety of principal while meeting daily cash flow needs. Optimization of investment income shall be secondary to the requirements of safety and liquidity. Investment Policy – Ordinance 1875, adopted by City Council in January 2013, governs the investment of funds in excess of those required to meet current expenses, with the exception of pension funds, funds related to the issuance of debt where there are other existing policies or indentures in effect for such funds, and Beal Memorial Cemetery Perpetual Care funds. In a nutshell: • The primary investment objectives, in order of importance, are: safety of principal, liquidity, and investment income. • Cash balances from all funds are consolidated to maximize investment earnings. Investment income is allocated to each fund based on the fund’s respective participation and in accordance with generally accepted accounting principles. • The investment portfolio shall be structured, to the extent possible, to match investment maturities with known cash needs and anticipated cash flow requirements. • Investments will be diversified, to the extent practicable, to control the risk of loss resulting from over-concentration of assets in a specific maturity, issuer, instrument, dealer, or institution. • Each portfolio’s performance will be reviewed on a quarterly basis, with emphasis placed on results achieved over a rolling time period of three to five years for long-term portfolios. Objectives will be reviewed annually and adjusted as necessary after consultation with the Finance Director, Investment Advisor(s), and Portfolio Manager(s). Last year, the City transitioned from a short-term internally-managed portfolio of certificates of City of Fort Walton Beach, FL 22 Budget Overview deposit, money market funds, and bank accounts to two externally-managed portfolios: short-to- medium term (PFM Asset Management) and medium-to-long term (Morgan Stanley Smith Barney). Staff will continue to monitor investments to evaluate whether the enhanced diversification and third-party management is resulting in additional value to the City. Debt Issuance Debt Limit – The State of Florida does not place a legal limit of debt on municipalities. However, general obligation debts greater than one year require voter referendum approval. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. Any new debt will be carefully evaluated as to its impact on operations. Debt Philosophy – The use of debt financing for long-term capital improvement programs is based upon two types of debt financing: 1) “pay-as-you-go” and 2) “pay-as-you-use”. In practice, the City uses a mix of these two basic methods to finance its Capital Improvements Program, with pay-as-you-go financing used for recurrent capital expenditures and with pay-as- you-use financing used for long-term, non-recurrent capital expenditures. • Pay-As-You-Go – A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. Example: annual street paving. • Pay-As-You-Use – A type of financing whereby long term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements: • Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget. • Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement. • All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget. • Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed. • The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt. • The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds. • The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. City of Fort Walton Beach, FL 23 Budget Overview Debt Capacity – The debt capacity of both the General Fund and Utilities Fund is contingent upon available resources and existing debt. The current outstanding debt requires a coverage ratio of 1.25 time earnings. The General Fund is at 10.92 and the Utilities Fund is at 1.38. The Sanitation and Stormwater funds are debt-free. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. Actual Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 General Fund 14.0% 13.7% 36.5% 30.7% 30.7% Utilities Fund 33.0% 33.0% 33.2% 48.4% 49.8% Golf Fund 87.3% 97.9% 124.4% n/a n/a Stormwater Fund 0.0% 0.0% 0.0% 0.0% 0.0% Debt Rating – The City maintains a AA rating with both Standard and Poors and Fitch. Debt Principal and Interest Payments by Fund General Fund Utilities Fund Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2014-15 701,824.91 363,533.38 906,383.89 696,806.15 1,608,208.80 1,060,339.53 2015-16 713,627.13 344,849.62 927,959.91 673,980.13 1,641,587.04 1,018,829.75 2016-17 720,926.86 325,776.18 949,756.91 650,558.13 1,670,683.77 976,334.31 2017-18 726,853.33 306,353.71 976,779.13 625,735.91 1,703,632.46 932,089.62 2018-19 745,592.76 286,461.08 1,004,030.86 600,084.18 1,749,623.62 886,545.26 2019-20 741,929.55 267,599.56 1,031,516.47 573,598.57 1,773,446.02 841,198.13 2020-21 738,566.15 249,762.21 1,059,240.43 545,818.35 1,797,806.58 795,580.56 2021-22 691,497.00 232,826.72 1,087,207.30 517,176.48 1,778,704.30 750,003.20 2022-23 711,782.00 216,291.62 1,115,421.71 487,372.07 1,827,203.71 703,663.69 2023-24 685,298.00 179,864.34 1,143,888.39 456,480.39 1,829,186.39 636,344.73 2024-25 700,232.00 162,430.20 1,177,612.15 424,694.13 1,877,844.15 587,124.33 2025-26 720,054.00 144,607.58 1,211,597.90 391,795.88 1,931,651.90 536,403.46 2026-27 739,629.00 126,282.86 1,245,850.64 356,528.14 1,985,479.64 482,811.00 2027-28 3,282,127.00 107,460.50 1,280,375.47 320,083.31 4,562,502.47 427,543.81 2028-29 288,365.00 20,271.58 1,320,177.57 282,456.21 1,608,542.57 302,727.79 2029-30 293,998.00 13,639.18 1,360,262.27 243,416.51 1,654,260.27 257,055.69 2030-31 299,010.00 6,877.24 1,400,634.92 202,958.86 1,699,644.92 209,836.10 2031-32 1,441,301.05 161,192.73 1,441,301.05 161,192.73 2032-33 1,487,266.24 118,002.54 1,487,266.24 118,002.54 2033-34 1,528,536.70 73,157.56 1,528,536.70 73,157.56 2034-35 690,000.00 31,050.00 690,000.00 31,050.00 13,501,312.69 3,354,887.56 24,345,799.91 8,432,946.23 37,847,112.60 11,787,833.79 Principal Interest Total Existing Debt $1,608,209 $1,060,340 $2,668,548 New Debt anticipated in FY 2014-15 $0 $0 $0 FY 2014-15 Budget Debt Impact: $1,608,209 $1,060,340 $2,668,548 City of Fort Walton Beach, FL 24  Budget Overview DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year 2013A Revenue Note 2005 Bond 2013 SRF Loan Fiscal 2013 Revenue Note Recreation Complex Utility System Force Main Year Municipal Facilities & Equipment Improvements & Pump Station Grand Total 2014-15 $309,216.88 $557,524.54 $722,246.26 $880,943.78 $2,469,931.46 2015-16 $306,627.56 $557,525.20 $720,996.26 $880,943.78 $2,466,092.80 2016-17 $308,637.34 $557,524.52 $719,371.26 $880,943.78 $2,466,476.90 2017-18 $305,087.24 $557,524.96 $721,571.26 $880,943.78 $2,465,127.24 2018-19 $306,022.48 $557,524.68 $723,171.26 $880,943.78 $2,467,662.20 2019-20 $306,467.10 $557,524.86 $724,171.26 $880,943.78 $2,469,107.00 2020-21 $306,422.20 $557,525.30 $724,115.00 $880,943.78 $2,469,006.28 2021-22 $305,887.02 $557,524.70 $723,440.00 $880,943.78 $2,467,795.50 2022-23 $309,637.04 $557,524.58 $721,850.00 $880,943.78 $2,469,955.40 2023-24 $307,637.08 $557,525.26 $719,425.00 $880,943.78 $2,465,531.12 2024-25 $305,137.44 $557,524.76 $721,362.50 $880,943.78 $2,464,968.48 2025-26 $307,136.60 $557,524.98 $722,450.00 $880,943.78 $2,468,055.36 2026-27 $308,387.28 $557,524.58 $721,435.00 $880,943.78 $2,468,290.64 2027-28 $308,887.50 $3,080,700.00 $719,515.00 $880,943.78 $4,990,046.28 2028-29 $308,636.58 $721,690.00 $880,943.78 $1,911,270.36 2029-30 $307,637.18 $722,735.00 $880,943.78 $1,911,315.96 2030-31 $305,887.24 $722,650.00 $880,943.78 $1,909,481.02 2031-32 $721,550.00 $880,943.78 $1,602,493.78 2032-33 $724,325.00 $880,943.78 $1,605,268.78 2033-34 $720,750.00 $880,944.26 $1,601,694.26 2034-35 ____________ ____________ $721,050.00 . _____________ $721,050.00 $5,223,351.76 $10,328,522.92 $15,159,870.06 $17,618,876.08 $44,330,620.82 2013 Revenue Note – refinance 2001 bond for library, police station (new) and fire station, city hall complex (renovate) 2013A Revenue Note – recreation complex (new) and fairway sweeper/vacuum, bucket truck (replace) 2005 Bond – new water transmission lines and storage tanks; replace/rehab existing water and sewer lines 2013 SRF Loan – new force main and pump station (annual debt payment estimated; final amount won’t be known until project completion in December 2013) Equipment Debt Service by Fiscal Year Fiscal Year Phone System Fire Ladder Fire Pumper Golf Mowers Golf Mowers Grand Total 2014-15 $25,057.68 Truck $84,625.34 Truck $60,912.00 $17,170.73 $10,851.12 $198,616.87 2015-16 $25,057.68 $84,625.15 $60,912.00 $12,878.04 $10,851.12 $194,323.99 2016-17 $25,057.68 $84,625.14 $60,912.00 $9,946.86 $180,541.68 2017-18 $25,057.68 $84,625.16 $60,912.00 $170.594.84 2018-19 $22,969.54 $84,625.14 $60,912.00 $168,506.68 2019-20 $84,625.15 $60,912.00 $145,537.15 2020-21 $63,468.86 $60,912.00 $124,380.86 2021-22 $60,912.00 $60,912.00 2022-23 __________ $60,912.00 $60,912.00 $123,200.26 $571,219.94 $548,208.00 $30,048.77 $31,649.10 $1,304,326.07 Annual amounts estimated for fire pumper; final amounts won’t be known until purchased City of Fort Walton Beach, FL 25  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2012-13 2013-14 2014-15 2012-13 2013-14 2014-15 2012-13 2013-14 2014-15 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 4,119,512 5,227,981 5,313,708 - - - - - - Other Taxes 5,021,550 4,840,676 5,168,673 - - - - - - Licenses and Permits 1,810,136 1,792,424 2,014,065 233,235 - - 3,392 4,500 4,500 Intergovernmental Revenue 2,563,283 2,450,861 2,510,461 194,876 - - 1,071 - - Charges for Services 2,544,084 2,611,329 2,427,428 8,373,467 8,416,883 8,933,647 3,496,167 3,584,700 3,561,100 Fines and Forfeitures 201,691 118,700 101,700 - - - - - - Interest & Other Revenues 470,442 431,768 444,883 (768,718) 82,821 73,377 32,696 34,435 21,000 Other Financing Sources 13,046,323 - 1,676,418 - - - - - 29,777,021 17,473,739 17,980,918 9,709,279 8,499,704 9,007,024 3,533,326 3,623,635 3,586,600 Appropriation from Reserves - 243,672 - - 503,819 2,158,692 - - - $ 29,777,021 $ 17,717,411 $ 17,980,918 $ 9,709,279 $ 9,003,523 $ 11,165,716 $ 3,533,326 $ 3,623,635 $ 3,586,600 Interfund Transfers In 3,049,803 620,433 649,267 - - - - - - Total Financial Sources $ 32,826,824 $ 18,337,844 $ 18,630,185 $ 9,709,279 $ 9,003,523 $ 11,165,716 $ 3,533,326 $ 3,623,635 $ 3,586,600 Financial Uses General Government 2,514,734 2,784,290 2,665,101 - - - - - - Public Safety 8,339,581 8,274,953 8,247,320 - - - - - - Physical Environment 303,042 296,726 305,434 7,474,018 6,177,205 7,676,334 3,163,638 3,037,537 3,102,860 Transportation 1,010,687 1,037,256 1,066,629 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 4,290,327 3,846,982 4,090,005 - - - - - - Capital Outlay/Improvements 1,094,998 842,865 1,032,856 15,196,541 806,879 608,650 284,308 286,618 240,000 Debt Service 4,470,000 - - 170,222 1,316,796 1,603,190 - - - Reclass of Capital for Depreciation - - - (15,196,541) - - (284,308) - - 22,023,369 17,083,072 17,407,345 7,644,240 8,300,880 9,888,174 3,163,638 3,324,155 3,342,860 Contingencies - 161,536 161,536 - 53,260 56,415 - 27,030 26,990 Reserves - - - - 158,950 701,858 - 142,450 86,750 $ 22,023,369 $ 17,244,608 $ 17,568,881 $ 7,644,240 $ 8,513,090 $ 10,646,447 $ 3,163,638 $ 3,493,635 $ 3,456,600 Interfund Transfers Out 2,815,987 1,093,236 1,061,306 320,536 490,433 519,267 130,000 130,000 130,000 Total Financial Uses $ 24,839,356 $ 18,337,844 $ 18,630,185 $ 7,964,776 $ 9,003,523 $ 11,165,716 $ 3,293,638 $ 3,623,635 $ 3,586,600 Net Increase/(Decrease) in 7,987,468 (243,672) - 1,744,502 (344,869) (1,456,834) 239,688 142,450 86,750 Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 (396,654) 7,590,814 7,347,142 1,870,436 3,614,938 3,270,069 1,869,516 2,109,204 2,251,654 Fund Bal / Net Assets4 - Sep 30 $ 7,590,814 $ 7,347,142 $ 7,347,142 $ 3,614,938 $ 3,270,069 $ 1,813,235 $ 2,109,204 $ 2,251,654 $ 2,338,404 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, Florida Building Code, CRA, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Stormwater FY12,FY13,FY14; Golf FY12,FY13 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 26  Non-Major Funds OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 Total All Funds 2012-13 2013-14 2014-15 2012-13 2013-14 2014-15 2012-13 2013-14 2014-15 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 760,094 959,428 975,294 - - - 4,879,606 6,187,409 6,289,002 16.9% - - - - - - 5,021,550 4,840,676 5,168,673 13.9% 411,270 287,050 314,900 - - - 2,458,032 2,083,974 2,333,465 6.3% 837,593 688,137 690,079 - - - 3,596,823 3,138,998 3,200,540 8.6% 182,492 - - 591,196 591,000 573,000 15,187,406 15,203,912 15,495,175 41.6% 40,232 7,000 7,000 - - - 241,923 125,700 108,700 0.3% 59,896 99,665 99,665 2,671 6,290 4,800 (203,013) 654,979 643,725 1.7% - - - - - - 14,722,742 - - 0.0% 2,291,577 2,041,280 2,086,938 593,867 597,290 577,800 45,905,070 32,235,648 33,239,280 - 14,275 - - - 58,176 - 761,766 2,216,868 6.0% $ 2,291,577 $ 2,055,555 $ 2,086,938 $ 593,867 $ 597,290 $ 635,976 $ 45,905,070 $ 32,997,414 $ 35,456,148 220,010 1,098,336 1,112,816 - - 3,269,813 1,718,769 1,762,083 4.7% $ 2,511,586 $ 3,153,891 $ 3,199,754 $ 593,867 $ 597,290 $ 635,976 $ 49,174,882 $ 34,716,183 $ 37,218,231 - - - - - - 2,514,734 2,784,290 2,665,101 7.2% 726,615 792,311 771,209 - - - 9,066,196 9,067,264 9,018,529 24.2% 8,642 8,000 8,000 611,962 472,830 558,821 11,561,302 9,992,298 11,651,449 31.3% 1,700 - - - - - 1,012,387 1,037,256 1,066,629 2.9% 1,032,659 1,143,523 1,142,467 - - - 1,032,659 1,143,523 1,142,467 3.1% - - - - - - 4,290,327 3,846,982 4,090,005 11.0% 187,144 68,257 186,010 125,941 45,600 73,250 16,888,932 2,050,219 2,140,766 5.8% 273,835 1,062,336 1,030,404 - 32,900 - 4,914,057 2,412,032 2,633,594 7.1% - - - (125,941) - - (15,606,790) - - 0.0% 2,230,595 3,074,427 3,138,090 611,962 551,330 632,071 35,673,804 32,333,864 34,408,540 - 2,525 2,665 - 3,905 3,905 - 248,256 251,511 0.7% - 76,939 59,000 - 42,055 - - 420,394 847,608 2.3% $ 2,230,595 $ 3,153,891 $ 3,199,755 $ 611,962 $ 597,290 $ 635,976 $ 35,673,804 $ 33,002,514 $ 35,507,659 3,290 - - - - - 3,269,813 1,713,669 1,710,573 4.6% $ 2,233,885 $ 3,153,891 $ 3,199,755 $ 611,962 $ 597,290 $ 635,976 $ 38,943,617 $ 34,716,183 $ 37,218,231 277,702 62,664 59,000 (18,095) 42,055 (58,176) 10,231,265 (341,372) (1,369,260) 1,754,778 2,032,480 2,095,144 529,454 511,359 553,414 3,758,014 13,749,591 13,265,769 $ 2,032,480 $ 2,095,144 $ 2,154,144 $ 511,359 $ 553,414 $ 495,238 $ 13,989,279 $ 13,408,219 $ 11,896,509 27  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $37,218,231 Budgeted Expenditures: $37,218,231 Ad Valorem Other Taxes, Debt Service, Taxes, Capital Outlay/ Contingencies, $5,144,612 , $2,633,594 , 7.1% Reserves, $6,325,563 , Improvement, $251,511 , 0.7% 17.0% 13.8% $2,142,222 , 5.8% $2,216,868 , 6.0% Culture & Reserves, Recreation, $847,608 , 2.3% Licenses & $4,078,041 , Interfund Permits, 11.0% Interfund Transfers, $2,325,965 , 6.2% Transfers, $1,781,486 , 4.8% Economic $1,710,571 , 4.6% Environment, State Revenue $1,160,414 , 3.1% General Interest & Other Sharing & Other Government, Revenues, Intergov't, $2,658,560 , 7.1% $624,322 , 1.7% $3,215,540 , 8.6% Transportation, $1,066,629 , 2.9% Fines and Forfeitures, $56,700 , 0.2% Recreation, Golf, Cemetery, Other Public Safety, Stormwater Fees, Fees, $2,459,428 Physical $9,017,631 , $573,000 , 1.5% , 6.6% Environment, 24.2% Water & Sewer $11,651,449 , Garbage Fees, Fees, $8,933,647 31.3% $3,561,100 , 9.6% , 24.0% User Fees are the largest revenue source for the Physical Environment including water, sewer, City at 41.9% and generate $15.6M. Unlike taxes, garbage, stormwater, and cemetery operations these charges are directly related to the service comprises the largest expense to the City at received and are collected for recreation & golf $11.7M, or 31.3%. activities, water and sewer services, and garbage Public Safety includes police, fire, code collection. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s $9.0M, or 24.2%, of expenses. second largest revenue source at $6.3M, or 17.0%, Recreation & Cultural totals $4.1M, or 11.0%, of of revenues. Property taxes fund essential services expenses and includes parks & recreation programs such as police, fire, planning, & code enforcement. and facilities, senior center, library, museums, and Other Taxes total $5.1M and are the third largest golf courses. revenue source at 13.8% and include fuel tax, utility taxes, communication services tax, business tax receipts, and insurance premium tax for police and fire pensions. BUDGET SUMMARY FY 2014-15 FY 2013-14 $ Variance % Variance General Fund 18,630,185 18,337,844 292,341 1.6% Law Enf. Trust Fund 16,500 16,500 0 0.0% Law Enf. Training 8,625 8,625 0 0% Fund FBC Fund 330,849 289,245 41,604 14.4% CDBG Fund 115,400 117,639 -2,239 -1.9% CRA Fund 1,630,976 1,592,546 38,430 2.4% Debt Service Fund 1,030,404 1,062,336 -31,932 -3.0% Utilities Fund 11,165,716 9,003,523 2,162,193 24.0% Sanitation Fund 3,586,600 3,623,635 -37,035 -1.0% Stormwater Fund 635,976 597,290 38,686 6.5% Beal Memorial Fund 67,000 67,000 0 0% GRAND TOTAL $37,218,231 $34,716,183 $2,502,048 7.2% City of Fort Walton Beach, FL 28 Executive Budget Summary Operating Budget Capital Budget $35,523,742 $2,142,222 $14 $1,000 $900 $12 $800 $10 $700 $8 $600 Millions Thousands $500 $6 $400 $4 $300 $200 $2 $100 $0 $0 General Government is comprised of the City Highlights for the upcoming year include: Council, City Manager, IT, Human IT Replacements – 23 computers, 15 laptops, 4 Resources, City Clerk, Finance, servers, 7 iPads, 15 tablets, & 1 network switch Purchasing, Development Services, Fleet, and Facilities. These groups either shape overall City policy and/or provide guidance and assistance to Vehicle Replacements – 5 patrol vehicles, 2 utility other departments and the public. bed trucks, 2 SUVs, & 1 frontloader Public Safety includes Police, Fire, Code Water Line Replacements – Andalusia Street from Enforcement, and Building Permitting & Yacht Club Drive to Irwin Avenue, Vista Street SW Inspections. These groups monitor the from Coral Drive SW to Driftwood Avenue SW, safety and welfare of City and Wheeler Street SE from Waynel Circle SE to property owners. Okahatchee Circle SE Physical Environment includes the production and A/C Replacements – 13 total HVAC units distribution of drinking water, collection and treatment of wastewater, collection of Street Resurfacing/Restriping – Resurfacing: residential and commercial garbage, Baker Ave. NW from Holmes Blvd. NW to Sotir St. recycling, management of stormwater and NW, Restriping: Hill Ave. from Hollywood Blvd. environmental issues, and cemetery operations. to Lovejoy Rd. Transportation includes right-of-way, engineering, Lift Station Rehab – install a new wet well at Lift and streets. Station #3 on Alconese Avenue SE Economic Environment includes the CDBG program for low-moderate income Sewer Grouting & Lining – segments in the families and the CRA program to following locations have been preliminarily revitalize blighted areas. identified: Walter Martin Road NE, McGriff Sreet Recreation activities include neighborhood and NE, Carson Drive NE, Combs Manor Court NW & facility parks, a tennis center, a skateboard park, a Uptown Station library, a museum complex, a new Storm Drainage Improvement – seawall at the recreation center (in construction), and end of Walkedge Drive SE, improvements in the two championship 18-hole golf courses. SWMP that include Lake Drive NW and Oak Street SE City of Fort Walton Beach, FL 29  Executive Budget Summary Did You Know? . . . 2014 Property Tax Allocation Fort Okaloosa for a City Property Owner Walton County Beach 20.6% (Based on taxable property value of $50,000) 34.6% % of Millage Taxes Total School District 7.4410 372.05 44.6% Fort Walton Beach 5.7697 288.49 34.6% Water Okaloosa County 3.4308 171.54 20.6% Mgmt Water Mgmt 0.0400 2.00 0.2% School 0.2% 16.6815 $ 834.08 100.0% District 44.6% The City of Fort Walton Beach comprises 34.6% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 5% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). What You'll Pay in FY 2014-15… Annual Cost of City Services Ad Valorem Taxes(1) 288.49 Water & Sewer Fees(2) 333.90 Garbage Fee(2) 204.60 Stormwater Fee(2) 36.00 $ 862.99 (1) Based on taxable property value of $50,000 (2) Minimum residential monthly fee 80% of residents & 34% of businesses will pay $48.08 or less per month in City property taxes That’s far less than two common monthly bills…. Basic Cable TV & Internet Cell Phone $109.28 $99.99 City of Fort Walton Beach, FL 30  Executive Budget Summary Revenues by Category Budget 2014-15 Budget 2013-14 Actual 2012-13 Actual 2011-12 Actual 2010-11 ($2) $0 $2 $4 $6 $8 $10 $12 $14 $16 $18 Millions Fund Balance / Net Assets Other Financing Sources Interest & Other Fines & Forfeitures Charges for Services Intergov't Revenue Licenses & Permits Other Taxes Ad Valorem Taxes Expenditures by Category Budget 2014-15 Budget 2013-14 Actual 2012-13 Actual 2011-12 Actual 2010-11 $0 $5 $10 $15 $20 $25 $30 Millions Other Financing Uses Debt Service Capital (net of Reclass) Culture & Recreation Economic Environment Transportation Physical Environment Public Safety General Government City of Fort Walton Beach, FL 31 Executive Budget Summary Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 32,445 Cost of . . . Incentive Pay 3,120 One Firefighter/EMT, 24 Hrs/Day Cost to . . . Overtime 702 Starting Salary 32,423 Maintain 10 Acres of Park Holiday Worked 1,287 Incentive Pay 1,800 Salaries 16,122 Health Insurance 11,780 Overtime 2,227 Health Insurance 3,030 Pension 16,374 Holiday Worked 1,155 Pension 3,599 Federal Taxes 2,873 Health Insurance 11,780 Federal Taxes 1,135 Workers Comp 1,554 Pension 13,324 Workers Comp 578 Personnel $ 70,135 Federal Taxes 2,694 Personnel $ 24,464 Workers Comp 1,773 Utilities & Fuel 5,381 Equipment & Supplies 1,543 Personnel $ 68,390 Vehicle Fuel & Repair 6,018 . Vehicle/Equip Repair 717 Insurance 827 Physicals,Immunizations 350 Grounds Maintenance 2,715 Operating $ 8,388 Uniform Replacement 250 Other 392 Training/Other 600 Operating $ 9,205 Annual Recurring 78,523 Operating $ 1,200 Annual Recurring 33,669 Immunizations 250 Annual Recurring 69,590 Radio,Uniform,Vest,Gun 2,437 ½ Ton Truck 16,700 Uniform 2,949 52" Mower 12,500 Vehicle & Equipment 37,091 Non-Recurring $ 2,949 Field Rake 9,800 Non-Recurring $ 39,778 Total Cost to Hire & Trailer 2,500 Total Cost to Hire & Equip One Firefighter $ 72,539 Backpack Blower 475 Equip One Officer $ 118,301 16" Chainsaw 250 3 Firefighters Required (min. manning) Non-Recurring $ 42,225 2 Officers Required for 24 Hour Coverage x3 for 24 Hour Coverage x2 Total Cost $ 217,617 Total Cost $ 75,894 Total Cost $ 236,602 The cost per day to maintain The cost per day for one The cost per day for one police firefighter/EMT is $596.21 10 acres if parks is $207.93 officer is $648.22 The City has 36 firefighters/EMTS The City has 43 sworn police officers. The City has 182.70 acres of parks. City of Fort Walton Beach, FL 32 33  CITY OF FORT WALTON BEACH, FL Revenue Trends - All Funds $50 Revenues by Fund $45 $40 $35 Millions $30 $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2010-11 2011-12 2012-13 2013-14 2014-15 Variance Variance General Fund* 16,736,085 15,550,178 28,470,310 18,337,844 18,630,185 292,341 1.59% Law Enf. Trust Fund** 50,644 53,857 50,443 16,500 16,500 - 0.00% Law Enf. Training Fund** 7,945 7,332 7,223 8,625 8,625 - 0.00% FL Bldg Code Fund - - 411,221 289,245 330,849 41,604 14.38% CDBG Fund* 153,012 111,614 55,411 117,639 115,400 (2,239) -1.90% CRA Fund 1,572,638 1,476,317 1,718,484 1,592,546 1,630,976 38,430 2.41% Debt Service Fund 455,903 455,333 181,484 1,062,336 1,030,404 (31,932) -3.01% Utilities Fund 7,878,446 8,400,273 9,709,279 9,003,523 11,165,716 2,162,193 24.01% Sanitation Fund 3,346,137 3,374,613 3,533,326 3,623,635 3,586,600 (37,035) -1.02% Golf Fund 2,123,080 1,800,935 - - - - - Stormwater Fund 499,530 607,704 593,867 597,290 635,976 38,686 6.48% Beal Memorial Fund** 44,152 52,113 87,321 67,000 67,000 - 0.00% Revenues 32,867,572 31,890,269 44,818,368 34,716,183 37,218,231 2,502,048 7.21% * difference due to Golf Fund merging into General Fund FY 2013-14 ** not included on chart $60 Revenues by Category $50 $40 $30 Millions $20 $10 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 ($10) Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Interest & Other Other Financing Sources Fund Balance / Net Assets / Transfers Actual Actual Actual Budget Budget % 2010-11 2011-12 2012-13 2013-14 2014-15 $ Variance Variance Ad Valorem Taxes 5,289,036 5,098,886 4,879,606 6,187,409 6,289,002 101,593 1.64% Other Taxes 5,149,445 4,967,097 5,021,550 4,840,676 5,168,673 327,997 6.78% Licenses & Permits 2,464,672 2,178,174 2,458,032 2,083,974 2,333,465 249,491 11.97% Intergov't Revenue 3,368,370 3,595,801 3,596,823 3,138,998 3,200,540 61,542 1.96% Charges for Services 12,293,371 12,782,677 15,187,406 15,203,912 15,495,175 291,263 1.92% Fines & Forfeitures 151,616 142,936 241,923 125,700 108,700 (17,000) -13.52% Interest & Other 1,078,071 701,777 (203,013) 654,979 643,725 (11,254) -1.72% Other Financing Sources 3,072,991 2,422,922 14,722,742 1,718,769 1,762,083 43,314 2.52% Fund Balance / Net Assets / Transfers - - 3,269,813 761,766 2,216,868 1,455,102 191.02% Revenues 32,867,572 31,890,269 49,174,882 34,716,183 37,218,231 2,502,048 7.21% 34  CITY OF FORT WALTON BEACH, FL Expenditure Trends - All Funds Expenditures by Fund $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2010-11 2011-12 2012-13 2013-14 2014-15 Variance Variance General Fund* 17,457,956 18,434,465 24,839,357 18,337,844 18,630,185 292,341 1.59% Law Enf. Trust Fund** 52,289 62,294 35,153 16,500 16,500 - 0.00% Law Enf. Training Fund** 7,282 4,867 5,904 8,625 8,625 - 0.00% FL Bldg Code Fund - - 228,104 289,245 330,849 41,604 14.38% CDBG Fund* 156,935 111,610 57,855 117,639 115,400 (2,239) -1.90% CRA Fund 890,665 1,953,202 1,621,104 1,592,546 1,630,976 38,430 2.41% Debt Service Fund 434,967 455,642 273,835 1,062,336 1,030,404 (31,932) -3.01% Utilities Fund 10,122,481 8,783,597 7,964,776 9,003,523 11,165,716 2,162,193 24.01% Sanitation Fund 3,269,274 3,205,208 3,293,638 3,623,635 3,586,600 (37,035) -1.02% Golf Fund 2,199,552 2,065,597 - - - - - Stormwater Fund 354,565 514,358 611,961 597,290 635,976 38,686 6.48% Beal Memorial Fund** 13,149 21,724 11,932 67,000 67,000 - 0.00% Expenditures 34,959,115 35,612,563 38,943,617 34,716,183 37,218,231 2,502,048 7.21% * difference due to Golf Fund merging into General Fund FY 2013-14 ** not included on chart Expenditures by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2010-11 2011-12 2012-13 2013-14 2014-15 $ Variance Variance General Government 3,562,666 3,899,740 2,514,734 2,784,290 2,665,101 (119,189) -4.28% Public Safety 8,492,542 9,189,891 9,066,196 9,067,264 9,018,529 (48,735) -0.54% Physical Environment 10,847,400 10,273,458 11,561,302 9,992,298 11,651,449 1,659,151 16.60% Transportation 977,544 951,011 1,012,387 1,037,256 1,066,629 29,373 2.83% Economic Environment 981,441 471,948 1,032,659 1,143,523 1,142,467 (1,056) -0.09% Culture & Recreation 4,196,230 4,339,010 4,290,327 3,846,982 4,090,005 243,023 6.32% Capital (net of Reclass) 2,440,959 3,183,030 1,282,142 2,050,219 2,140,766 90,547 4.42% Debt Service 1,140,296 963,786 4,914,057 2,412,032 2,633,594 221,562 9.19% Other Financing Uses 2,320,038 2,340,689 3,269,813 2,382,319 2,809,692 427,373 17.94% Expenditures 34,959,115 35,612,563 38,943,617 34,716,183 37,218,231 2,502,048 7.21% 35 Revenues FY 2014-15 Budgeted Revenues $37,218,231 Ad Valorem Taxes, Other Taxes, $6,289,002 , 16.9% $5,168,673 , 13.9% Reserves, $2,216,868 , 6.0% Licenses & Permits, $2,333,465 , 6.3% Interfund Transfers, $1,762,083 , 4.7% State Revenue Sharing & Other Intergov't, Interest & Other $3,200,540 , 8.6% Revenues, $643,725 , 1.7% Fines and Forfeitures, Recreation, Golf, $108,700 , 0.3% Cemetery, Other Fees, $2,427,428 , 6.5% Stormwater Fees, $573,000 , 1.5% Garbage Fees, Water & Sewer Fees, $3,561,100 , 9.6% $8,933,647 , 24.0% Charges for Services (User Fees) – The City levies user fees to fund the cost of regulating an activity or providing a service or facility. Charges for services are anticipated to generate approximately $15.5 million and are the largest source of revenue for the City at 41.6%. Unlike taxes, these service charges are directly related to the service received. User fees include leisure services such as recreation programs, the senior center, the library, the museum, and golf; water and sewer service; garbage collection; and stormwater management. Fees are set by City Council based on the cost of providing these services, reviewed and adjusted annually as part of the budget process, and published in the Comprehensive Fee Schedule. Revenues are budgeted based on historical usage and/or number of customers adjusted for current rates. This revenue source averages a 3.4% annual increase. $10 $9 Water and sewer rates, which generate $8.9M, $8 are assumed to increase 5% on October 1, 2014 $7 for budget purposes. A new five-year utility rate $6 Millions study is underway to determine the required rate $5 increase to generate enough revenue to sustain a $4 renewal and replacement reserve, and account $3 $2 for the debt service associated with the new $1 force main and pump station renovations. $0 Recreation & Other Water & Sewer Garbage Stormwater Garbage fees account for $3.6M in revenues. 2010-11 2011-12 2012-13 2013-14 Budget 2014-15 Recreation and other fees – recreation programs, park rentals, the senior center, the library, the museum, golf, and cemetery sales – generate $2.4M in revenues. Stormwater fees comprise $573K in revenues at a residential-equivalent unit of $3 per month. The Stormwater Master Plan has been completed and a priority projects list has been generated. City of Fort Walton Beach, FL 36 Revenues Ad Valorem (Property) Taxes – The City’s 2014 gross taxable property value for operating purposes is $1.147 billion, an increase of $19.6 million, or 1.71%, from the 2013 final gross taxable property value of $1.127 billion. Ad valorem taxes levied by the City comprise $6.3M, or 17.0%, of total revenues. Property taxes primarily fund General Fund operations ($5.3M, or 29%, of General Fund revenues). However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. Property tax revenues are allocated to the CRA Fund ($975K, or 60%, of CRA revenues) based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $575K, or 35%, of CRA Fund revenues. 1,600 7 1,400 6 Ad Valorem Taxes (millions) Taxable Value (millions) 1,200 5 1,000 4 800 3 600 400 2 200 1 - - 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained or decreased the millage (tax) rate during the real estate boom (FY 2004-05 through FY 2007-08). The City maintained the millage rate during FY 2008-09 and FY 2009-10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. In FY 2013-14 the City simply did not have room to “do more with less”, and raised the millage rate to 5.7697, anticipating an additional $1.1M in the General Fund and $205K in the CRA Fund. The budget is predicted on maintaining a millage rate of 5.7697 mills, which generates $102K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. Franchise Fees & Utility Taxes – The City’s franchise fee agreements provide a 6% rate on gross electric and gas sales of utility companies serving Fort Walton Beach. A $1.84 per ton sanitation host fee on garbage collected outside the City limits and brought to the transfer station is also collected per contract. Franchise fees comprise $2.0M, or 5.1%, of revenues and have $2.5 inceased 11.9% this year after several declining years in a row. $2.0 Utility taxes are contractually levied against electric, gas, and water revenues of local utility $1.5 companies at the rate of 10% and have averaged Millions $1.0 a 1.2% annual increase over the past five years. A large portion of electric and natural gas utility $0.5 bills is exempt since the tax on the fuel charge component is based on 1973 fuel prices (and $0.0 Franchise Fees Utility Taxes therefore immaterial to a great extent). Utility 2010-11 2011-12 2012-13 Budget Budget taxes are anticipated to generate $2.5M, or 2013-14 2014-15 City of Fort Walton Beach, FL 37 Revenues 6.8%, of total revenues. Communication Services Tax – This tax was created in FY 2001-02 as a flat tax rate for all communication services. The Department of Revenue collects the tax from vendors and remits the appropriate amounts to local jurisdictions. The Office of Economic and Demographic Research (EDR) provides revenue estimates for cities and counties. Based on information from EDR, $1.4M is budgeted (3.6% of total revenues). This revenue stream has been declining as more consumers eliminate land lines and service providers bundle taxable services with non- taxable services, thereby eliminating payment of the tax. Half-Cent Sales Tax – This state-shared $2.00 revenue distribution, anticipated to generate $1.75 approximately $1.7M, or 4.4%, of total $1.50 revenues, is derived from net 6% state sales tax $1.25 Millions revenue and is the largest source of revenue $1.00 sharing for local governments. The revenue $0.75 estimate, also published by the Office of $0.50 Economic and Demographic Research (EDR), is $0.25 rebounding as the economy improves. $0.00 Communication Half-Cent Sales Municipal Revenue Local Option Fuel Municipal Revenue Sharing – This is funded Services Tax Tax Sharing Tax by 1.3409% of sales and use tax collections, 2010-11 2011-12 2012-13 Budget 2013-14 Budget 2014-15 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is also published by the Office of Economic and Demographic Research (EDR), and is budgeted at $719K, or 1.9%, of total revenues. EDR anticipates this revenue source to remain unchanged. Local Option Fuel Tax – These proceeds are allocated via a ten-year interlocal agreement between the county and municipalities based on transportation expenditures. Counties are authorized to levy up to 12 cents of local option fuel taxes in the form of three separate levies. The first is 1 cent; the City does not receive a portion of this. The second is 1 to 6 cents; the County levies the full 6 cents and the City receives 10.884% based on the current interlocal agreement. The third is 1 to 5 cents, of which the County currently levies 3 cents. The City’s local option fuel tax proceeds for FY 2014-15 are budgeted at $550K and $240K, respectfully. Interfund Transfers – Interfund transfers represent $1.7M, or 4.6%, of total revenues. The Debt Service Fund receives $1.0M from the General Fund for principal and interest payments. The Beal Memorial Cemetery Fund receives $36K from the General Fund (20% of lot sales) for investment for perpetual care. The General Fund receives $519K from the Utilities Fund (6% of water & sewer fees) as a franchise/right-of-way access fee and $130K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. Appropriation from Reserves – Use of fund balance (governmental funds) or net assets (enterprise funds) – accounts for $2.3M, or 6.1%, of total revenues: a. Law Enforcement Trust Fund – $12,785 from unassigned fund balance for meth lab cleanup and forefeiture legal fees. The Florida Attorney General has opined that it is not permissible to budget forfeiture revenues, so an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. b. Law Enforcement Training Fund – $1,490 from unassigned fund balance for operational needs. City of Fort Walton Beach, FL 38 Revenues c. Florida Building Code – $13,754 from unassigned fund balance for a portion of the cost of an SUV. d. Community Redevelopment Agency – $13,129 from restricted fund balance to fund a portion of the Master Plan for the Landing. e. Utilities Fund – $2,158,692 from restricted net assets (renewal & replacement) to balance the budget pending the results of the Rate Study. f. Sanitation Fund – $58,176 from restricted net assets (renewal & replacement) for Walkedge Drive Seawall and other improvements identified in the Stormwater Master Plan. City of Fort Walton Beach, FL 39 Expenditures FY 2014-15 Budgeted Expenditures $37,218,231 Capital Outlay/ Debt Service, Contingencies, Improvement, $2,633,594 , 7.1% $251,511 , 0.7% $2,142,222 , 5.8% Reserves, $847,608 , 2.3% Culture & Recreation, $4,078,041 , 11.0% Interfund Transfers, $1,710,571 , 4.6% Economic Environment, $1,160,414 , 3.1% General Government, $2,658,560 , 7.1% Transportation, $1,066,629 , 2.9% Public Safety, $9,017,631 , 24.2% Physical Environment, $11,651,449 , 31.3% Physical Environment – This category comprises $11.7M or 31.3% of total expenses and $25 includes cemetery operations and the following enterprise activities: water, sewer, stormwater, $20 and garbage. These operations are self- sustaining since cemetery revenues exceed $15 expenses and enterprise activities are funded by Millions $10 user fees rather than general revenues such as property taxes. The $1.7M, or 14.2%, increase $5 in this category is largely attributable to increased wastewater flows to Okaloosa $0 Cemetery Water & Sewer Garbage Stormwater County’s Arbennie Pritchett WRF, due to 2010-11 2011-12 2012-13 Budget Budget higher accuracy meters and the introduction of 2013-14 2014-15 inflow and inflitration (I/I) into the system. The City has secured $1.25M from a State Revolving Fund Loan that will enable us to immediately begin projects to assist with the I/I reduction, thereby reducing these costs. $5.25 Public Safety – This category includes police, $4.50 fire, code enforcement, and building inspection $3.75 services and totals $9.0M, or 24.2%, of total $3.00 Millions expenses. The $50K, or 0.5%, decrease is $2.25 attributable to salary savings through retirements $1.50 and savings in pension contributions. Three $0.75 patrol cars were eliminated from purchase this year, contributing to the reduction as well. $0.00 Police Fire Code Enf Bldg Insp 2010-11 2011-12 2012-13 Budget Budget 2013-14 2014-15 City of Fort Walton Beach, FL 40 Expenditures Recreation & Cultural – This category equals $2.5 $4.1M, or 11.0%, of total expenses and includes parks & recreation programs and facilities, senior $2.0 center, library, museums, and golf courses. Golf $1.5 operations are intended to be self-sufficient Millions through user fees; however, this has not been $1.0 possible over the past decade for a variety of reasons. A portion of the other leisure services $0.5 expenses are offset by revenues such as facility $0.0 and park rentals, youth and adult athletic fees, and Recreation Parks Senior Golf Club Library Museum Center museum entrance fees. This category is up $231K, 2010-11 2011-12 2012-13 Budget Budget 2013-14 2014-15 or 5.7%, from the prior year and still down $400K, or 8.9%, over the past five years due to budget constraints as well as planning for the consolidation of facilities. A new recreation complex is currently under construction at the site of the old Fred Hedrick Recreation Center. Once the new facility is operational in 2015, Docie Bass Recreation Center will be closed along with the althletic fields at Seabreeze, Ferry Park, and the Fairgrounds. Chester Pruitt Recreation Center was sold in June 2014, and the Creative Senior Center is in negotiations for a sale of the property. Debt payments for the new facility are fully offset by staffing and operational savings from centralization. General Government – This category is $2.7M, or 7.1%, of total expenses and includes the following units of City government funded from ad valorem tax proceeds that provide support services to other departments and information to $5.0 the public: City Council, City Manager, City $4.5 Clerk, information technology, human resources, $4.0 $3.5 risk management, accounting, purchasing, $3.0 Millions planning, fleet, and facilities. These expenses $2.5 have been on the decline due to staffing and $2.0 operational budget cuts, as well as property & $1.5 $1.0 casualty insurance normalizing after spiking as a $0.5 result of the 2004 & 2005 Florida hurricane $0.0 seasons. The dramatic decrease in FY 2012-13 General Gov't was due to an accounting change to record the 2010-11 2011-12 2012-13 Budget Budget 2013-14 2014-15 cost allocation plan as reimbursements (e.g. decreases in expenses) rather than transfers among funds. The $126K, or 4.5%, decrease for FY 2014-15 is attributable to general operational adjustments to achieve a sustainable budget. Debt Service – This category totals $2.6M, or 7.1%, of total expenses and includes principal and interest payments for the City’s equipment and facilities funded via capital lease/purchase, bond issue, or other debt financing. Overall, debt expense is only $222K, or 8.4%, more than the previous year due to the true-up of the final expenses on the State Revolving Fund Loan for Pump Station #1 and Force Main. No new debt was issued. City of Fort Walton Beach, FL 41 Expenditures Capital Outlay/Improvement – This category $18.0 comprises $2.1M, or 5.8%, of total expenses. $16.0 Capital outlay includes the purchase of $14.0 computers, vehicles, equipment, and other assets $12.0 Millions with a value greater than $1,000 and a useful life $10.0 $8.0 of more than one year. Capital improvement $6.0 includes the acquisition, construction, $4.0 replacement, or renovation of facilities and $2.0 infrastructure with a value greater than $25,000 $0.0 and a useful life of ten years or more (e.g. Capital Outlay Capital Improvement buildings, parks, streets, water and sewer lines). 2010-11 2011-12 2012-13 Budget Budget 2013-14 2014-15 IT funding of $64K includes a network switch, new servers, and various laptops and desktops replacements. Vehicle replacements in the amount of $504K includes 5 patrol vehicles, 2 utility bed trucks, 2 SUVs, 1 frontloader. The following capital improvement projects are budgeted at a total cost of $1.17M: water line replacement, sewer system grouting & lining, lift station rehab, multiple a/c unit replacements, street resurfacing/restripping, and storm drainage improvement. The increase in FY 2012-13 was due to the construction of the new pump station and force main. Interfund Transfers – Interfund transfers represent $1.7M, or 4.6%, of total expenses. Transfers to the General Fund total $1.7M based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to the enterprise funds such as city clerk, city council (including city attorney), city manager, administrative services (i.e. human resources, risk management, information technology), financial services (i.e. budget, grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). This category remains relatively flat. Economic Environment – This category totals $1.6 $1.2M, or 3.1%, of total expenses and includes $1.4 the Community Development Block Grant $1.2 (CDBG) program for low-moderate income $1.0 families and Community Redevelopment Millions $0.8 Agency (CRA) program to revitalize blighted $0.6 areas. CDBG funding comes from the U.S. $0.4 Department of Housing and Urban Development, $0.2 and although fewer federal dollars are allocated $0.0 to the City, costs are slightly up due to a required CDBG CRA AIFH Study in FY 2015 and higher costs 2010-11 2011-12 2012-13 Budget Budget 2013-14 2014-15 allocated from the General Fund. CRA activities are funded from a portion of City and County tax dollars. Ad valorem revenues are anticipated to increase 1.71%, accounting for the budgetary increase of $16K, or 1.5%. The timing of capital projects explains annual fluctuations in prior years. City of Fort Walton Beach, FL 42 Expenditures Transportation – This category represents $0.6 $1.1M, or 2.9%, of total expenses and includes $0.5 streets, right-of-way, and engineering. Roadway- related expenses are funded in large part by local $0.4 Millions option fuel tax proceeds (two total, one of which $0.3 was new as of Jan 2014) and reimbursements $0.2 from the Florida Department of Transportation. The $29K, or 2.8%, increase in this category is $0.1 primarily due to the new second option fuel tax. $0.0 Streets Right-of-Way Engineering 2010-11 2011-12 2012-13 Budget Budget 2013-14 2014-15 Reserves – Reserve funds are budgeted if anticipated revenues exceed budgeted expenses or for the specific purpose of rebuilding fund balance (governmental funds) or net assets (enterprise funds). Reserves totaling $848K, or 2.3%, of expenses are budgeted in the Florida Building Code, Utilities, Stormwater, and Beal Memorial Cemetery funds. Contingencies – Contingency funds total $252K, or 0.7%, of total expenses and are budgeted to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The City budgets 1% of personnel and operating expenses as contingency funds in the General, Florida Building Code, Utilities, Sanitation, and Stormwater funds. City of Fort Walton Beach, FL 43  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Cost Interfund Replenish 2014-15 2013-14 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 124,514 221,225 - - 210 - - - 345,949 355,664 (9,715) -2.7% City Manager 315,547 10,419 900 - 425 - - - 327,291 261,354 65,937 25.2% Information Technology 203,559 173,450 5,100 - 850 - - - 382,959 368,860 14,099 3.8% Human Resources 192,835 41,133 - - 638 - - - 234,606 225,729 8,877 3.9% Risk Management - 592,454 - - - - - - 592,454 568,065 24,389 4.3% City Clerk 159,168 44,107 - - 638 - - - 203,913 213,180 (9,267) -4.3% Finance 461,150 159,663 - - 1,485 - - - 622,298 652,269 (29,971) -4.6% Purchasing 147,410 10,080 - - 638 - - - 158,128 148,962 9,166 6.2% Police 3,968,064 467,174 170,000 - 152,121 - - - 4,757,357 4,925,198 (167,841) -3.4% Fire 3,425,976 229,386 14,100 - 228,515 - - - 3,897,977 3,878,856 19,121 0.5% Recreation 623,155 370,940 1,500 - 334,403 - - - 1,329,998 1,162,205 167,793 14.4% Parks 480,113 192,284 157,456 - 200,725 - - - 1,030,578 843,302 187,276 22.2% Right-of-Way 66,832 109,426 - - - - - - 176,258 173,563 2,695 1.6% Senior Center - - - - - - - - - 98,697 (98,697) -100.0% Golf Club 415,126 269,127 - - - - - - 684,253 652,131 32,122 100.0% Golf Grounds 639,641 390,158 48,200 - 20,412 - - - 1,098,411 1,078,682 19,729 100.0% Library 349,132 102,862 33,000 - 21,441 - - - 506,435 469,496 36,939 7.9% Museum 204,747 52,720 - - - - - - 257,467 221,078 36,389 16.5% Cemetery 158,198 147,236 - - - - 36,000 - 341,434 332,726 8,708 2.6% Engineering Services 277,007 36,537 - - 850 - - - 314,394 308,859 5,535 1.8% Planning & Zoning 84,718 38,629 - - 425 - - - 123,772 92,911 30,861 33.2% Code Enforcement 147,062 9,658 - - 425 - - - 157,145 153,216 3,929 2.6% Fleet 423,838 72,811 27,500 - 850 - - - 524,999 464,906 60,093 12.9% Facilities 359,084 323,046 229,850 - 60,255 - - - 972,235 946,386 25,849 2.7% Streets 233,797 343,030 121,600 100,000 - - - - 798,427 623,184 175,243 28.1% Non-Departmental-001 94,403 288,121 123,650 - - (1,714,727) - - (1,208,553) (881,635) (326,918) 37.1% General Fund 13,555,076 4,695,676 932,856 100,000 1,025,306 (1,714,727) 36,000 - 18,630,185 18,337,844 292,341 1.6% Law Enf. Trust Fund - 16,500 - - - - - - 16,500 16,500 - 0.0% Law Enf. Training Fund - 8,625 - - - - - - 8,625 8,625 - 0.0% FBC Fund 240,250 28,384 21,000 - - 41,216 - - 330,849 289,245 41,604 14.4% CDBG Fund 8,080 42,310 65,010 - - - - - 115,400 117,639 (2,239) -1.9% Police-CRA 394,713 44,186 - - - - - - 438,899 498,405 (59,506) 100.0% CRA 102,980 832,888 100,000 - - 156,209 - - 1,192,077 1,094,141 97,936 9.0% CRA Fund 497,693 877,074 100,000 - - 156,209 - - 1,630,976 1,592,546 38,430 2.4% Debt Service Fund - - - - 1,030,404 - - - 1,030,404 1,062,336 (31,932) -3.0% Customer Service 218,225 176,055 - - - - - - 394,280 382,031 12,249 3.2% Utility Services 542,826 104,095 29,600 - - - - - 676,522 697,828 (21,306) -3.1% Water Operations 474,534 662,442 - - 127,188 - - - 1,264,164 1,015,528 248,636 24.5% Water Distribution 216,737 90,787 2,200 51,750 196,162 - - - 557,637 716,066 (158,429) -22.1% Sewer Collect&Treatmt 692,227 3,468,737 96,250 423,000 1,279,840 - - - 5,960,055 4,546,138 1,413,917 31.1% Non-Departmental-401 15,000 58,090 5,850 - - 1,012,994 519,267 701,858 2,313,059 1,645,932 667,127 40.5% Utilities Fund 2,159,549 4,560,206 133,900 474,750 1,603,190 1,012,994 519,267 701,858 11,165,716 9,003,523 2,162,193 24.0% Solid Waste 954,862 1,688,219 240,000 - - - - - 2,883,081 2,891,762 (8,681) -0.3% Recycling 45,389 56,187 - - - - - - 101,576 97,818 3,758 3.8% Non-Departmental-403 1,500 27,465 - - - 356,228 130,000 86,750 601,943 634,055 (32,112) -5.1% Sanitation Fund 1,001,751 1,771,871 240,000 - - 356,228 130,000 86,750 3,586,600 3,623,635 (37,035) -1.0% Stormwater 303,827 103,392 2,000 70,000 - - - - 479,219 468,663 10,556 2.3% Non-Departmental-405 500 4,020 1,250 - - 150,987 - - 156,757 128,627 28,130 21.9% Stormwater Fund 304,327 107,412 3,250 70,000 - 150,987 - - 635,976 597,290 38,686 6.5% Beal Memorial Fund - 8,000 - - - - - 59,000 67,000 67,000 - 0.0% TOTAL ALL FUNDS 17,766,726 12,116,058 1,496,016 644,750 3,658,900 2,907 685,267 847,608 37,218,229 34,716,183 2,502,048 7.2% 44  CITY OF FORT WALTON BEACH, FL Personal Services Trends - All Funds Personal Services by Fund $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2010-11 2011-12 2012-13 2013-14 2014-15 Variance Variance General Fund 12,323,377 12,794,134 13,181,787 13,252,666 13,258,564 5,898 0.04% Law Enf. Trust Fund 2,323 1,886 - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund - - 190,243 229,997 240,250 10,253 100.00% CDBG Fund 12,734 12,225 22,477 19,619 10,946 (8,673) -44.21% CRA Fund 194,336 453,272 514,778 549,396 497,693 (51,703) -9.41% Utilities Fund 1,813,532 1,919,528 1,893,704 2,018,615 2,159,549 140,934 6.98% Sanitation Fund 896,449 943,277 950,770 986,500 1,001,751 15,251 1.55% Golf Fund 975,952 981,788 - - - - 0.00% Stormwater Fund 279,014 288,697 290,013 295,065 304,327 9,262 3.14% Personal Services 16,497,717 17,394,808 17,043,772 17,351,858 17,473,080 121,222 0.70% Personal Services by Category $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2010-11 2011-12 2012-13 2013-14 2014-15 $ Variance Variance Salaries 11,211,926 11,564,709 11,126,343 11,315,249 11,666,105 350,856 3.10% Social Security 655,501 675,593 650,006 656,138 670,268 14,130 2.15% Medicare 153,429 157,707 152,044 153,451 149,499 (3,952) -2.58% Retirement 2,728,524 3,105,698 3,265,988 3,253,881 2,811,134 (442,747) -13.61% Health/Dental/Life Ins. 1,438,626 1,591,323 1,532,407 1,655,028 1,854,638 199,610 12.06% Workers Comp. 262,961 292,953 294,392 293,111 296,431 3,320 1.13% Unemployment Comp. 46,751 6,825 22,593 25,000 25,000 - 0.00% Personal Services 16,497,717 17,394,808 17,043,772 17,351,858 17,473,080 121,222 0.70% 45  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Service Gross Overtime Total Wages Awards Add Pays Wages & Holiday Wages City Council 40,111 - - 40,111 - 40,111 City Manager 213,163 - - 213,163 - 213,163 Information Technology 131,860 - 1,805 133,665 - 133,665 Human Resources 142,714 - - 142,714 - 142,714 City Clerk 119,671 - 1,204 120,875 250 121,125 Finance 302,289 - - 302,289 - 302,289 Purchasing 109,494 - - 109,494 - 109,494 Police 2,261,746 - 55,183 2,316,929 155,410 2,472,339 Fire 1,792,539 - 23,013 1,815,552 276,567 2,092,119 Recreation 448,460 - - 448,460 500 448,960 Parks 297,355 - - 297,355 4,250 301,605 Right-of-Way 39,650 - - 39,650 - 39,650 Senior Center - - - - - - Golf Club 345,849 - - 345,849 - 345,849 Golf Grounds 445,808 - - 445,808 4,200 450,008 Library 265,392 - - 265,392 200 265,592 Museum 141,120 - - 141,120 - 141,120 Cemetery 93,269 - - 93,269 600 93,869 Engineering Services 204,558 - - 204,558 250 204,808 Planning & Zoning 62,470 - - 62,470 150 62,620 Code Enforcement 94,809 - - 94,809 150 94,959 Fleet 274,017 - - 274,017 250 274,267 Facilities 237,588 - - 237,588 4,500 242,088 Streets 153,543 - - 153,543 1,000 154,543 Non-Departmental 69,403 - - 69,403 - 69,403 General Fund 8,286,878 - 81,205 8,368,083 448,277 8,816,360 FL Bldg Code Fund 171,355 - - 171,355 200 171,555 CDBG Fund 10,030 - - 10,030 - 10,030 Police-CRA 252,527 - 9,147 261,674 13,175 274,849 CRA 81,138 - - 81,138 150 81,288 CRA Fund 333,665 - 9,147 342,812 13,325 356,137 Customer Service 165,886 - - 165,886 100 165,986 Utility Services 371,016 - - 371,016 - 371,016 Water Operations 313,387 - - 313,387 4,550 317,937 Water Distribution 134,539 - - 134,539 9,000 143,539 Sewer Collect & Treatmt 425,114 - - 425,114 36,000 461,114 Non-Departmental 15,000 - - 15,000 - 15,000 Utilities Fund 1,424,942 - - 1,424,942 49,650 1,474,592 Solid Waste 578,808 - - 578,808 27,200 606,008 Recycling 30,596 - - 30,596 775 31,371 Non-Departmental 1,500 - - 1,500 - 1,500 Sanitation Fund 610,904 - - 610,904 27,975 638,879 Stormwater 197,052 - - 197,052 1,000 198,052 Non-Departmental 500 - - 500 - 500 Stormwater Fund 197,552 - - 197,552 1,000 198,552 TOTAL ALL FUNDS 11,035,326 - 90,352 11,125,678 540,427 11,666,105 46  Social Pension Retirement Health, Dental Work Unempl. Total FY 2014-15 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,487 582 - - 81,037 298 - 84,404 124,514 13,475 3,152 67,991 1,930 15,452 384 - 102,384 315,547 7,637 1,786 40,481 - 19,762 227 - 69,893 203,559 7,992 1,869 11,213 7,190 21,615 242 - 50,121 192,835 7,496 1,753 14,609 3,670 10,303 212 - 38,043 159,168 17,064 3,991 77,030 4,589 55,666 521 - 158,861 461,150 6,560 1,534 17,886 2,155 9,595 186 - 37,916 147,410 145,428 32,955 711,993 3,521 378,732 52,212 - 1,324,841 3,797,179 121,753 27,924 682,596 - 303,883 72,074 - 1,208,230 3,300,349 26,318 5,961 59,518 10,755 59,379 12,264 - 174,195 623,155 17,148 3,717 71,179 3,275 73,629 9,561 - 178,509 480,113 2,108 493 12,173 - 9,770 2,637 - 27,181 66,832 - - - - - - - - - 21,128 4,556 30,153 - 8,224 5,214 - 69,275 415,126 26,634 5,322 86,889 7,428 56,825 6,534 - 189,632 639,641 16,112 3,495 52,655 - 10,523 753 - 83,538 349,132 8,305 1,942 26,525 1,501 24,812 543 - 63,628 204,747 5,058 1,183 28,633 - 24,547 4,907 - 64,328 158,198 11,994 2,805 17,775 9,690 29,587 348 - 72,199 277,007 4,285 1,002 - 3,712 12,982 116 - 22,097 84,718 5,568 1,302 29,106 - 14,315 1,811 - 52,102 147,062 15,535 3,318 46,359 6,150 72,881 5,328 - 149,571 423,838 13,966 3,017 57,787 3,272 28,292 10,663 - 116,997 359,084 9,347 1,258 10,654 5,942 41,845 10,208 - 79,254 233,797 - - - - - - 25,000 25,000 94,403 513,398 114,917 2,153,205 74,780 1,363,656 197,243 25,000 4,442,199 13,258,564 9,369 2,191 22,433 6,131 25,549 3,022 - 68,695 240,250 622 - - - - 294 - 916 10,946 15,135 3,541 71,525 - 22,623 7,040 - 119,864 394,713 4,790 1,120 - 4,646 9,867 1,269 - 21,692 102,980 19,925 4,661 71,525 4,646 32,490 8,309 - 141,556 497,693 10,042 2,007 16,679 6,257 16,972 282 - 52,239 218,225 21,460 5,018 72,658 9,009 59,251 4,414 - 171,810 542,826 18,226 3,904 72,419 5,193 47,484 9,371 - 156,597 474,534 8,031 1,585 27,867 2,188 26,192 7,335 - 73,198 216,737 23,859 5,287 99,373 5,776 85,614 11,204 - 231,113 692,227 - - - - - - - - 15,000 81,618 17,801 288,996 28,423 235,513 32,606 - 684,957 2,159,549 32,180 6,852 95,804 14,042 160,353 39,624 - 348,855 954,862 1,897 444 9,393 - 55 2,228 - 14,017 45,389 - - - - - - - - 1,500 34,077 7,296 105,197 14,042 160,408 41,852 - 362,872 1,001,751 11,259 2,633 36,027 5,729 37,022 13,105 - 105,775 303,827 - - - - - - - - 500 11,259 2,633 36,027 5,729 37,022 13,105 - 105,775 304,327 670,268 149,499 2,677,383 133,751 1,854,638 296,431 25,000 5,806,970 17,473,080 state contribution police 170,885 state contribution fire 125,627 17,769,592 47  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Budget Department 2010-11 2011-12 2012-13 2013-14 Changes Changes 2014-15 City Manager 2.00 2.00 4.00 4.00 1.00 (a) 5.00 Human Resources 5.00 5.00 3.00 3.00 3.00 City Clerk 2.50 2.50 2.50 2.50 2.50 Financial Services 15.00 15.00 16.00 16.25 (2.00) (b) 14.25 Police Services 67.99 70.99 59.99 60.99 0.39 (c) 61.38 Fire Services 37.00 37.00 37.00 37.00 1.00 (d) 38.00 Recreation Services 73.85 73.63 71.41 70.28 (1.84) (e) 68.44 Engineering Services 92.75 93.95 95.25 97.00 2.48 (f) 99.48 Total Authorized FTE's 296.09 300.07 289.15 291.02 1.03 0.00 292.05 2013-14 Mid-Year Changes (a) Reinstate Public Information Officer 1.00 FTE (a) Reclass IT division from Human Resources to City Manager (b) Reclass Budget & Grants Manager to Financial Analyst (b) Reclass Accounting Technician II to Junior Accountant (b) Eliminate Senior Staff Assistant position 1.00 FTE (c) Added 0.39 additional Communications Officer FTEs (d) Added one Firefighter 1.00 FTE (e) Eliminate various positions due to upcoming consolidation 1.84 FTEs (f) Reclass CDBG to Engineering Services (f) Added Sanitation Operator 1.00 FTE (f) Added Sewer Construction Foreman 1.00 FTE 48  Citizens of Fort Walton Beach City Council City Clerk City Manager City Attorney 2.50 FTE 3.00 FTE Administrative Engineering & Utility Financial Fire Police Recreation Services Services Services Services Services Services 5.00 FTE 99.48 FTE 14.25 FTE 38.00 FTE 61.38 FTE 68.44 FTE Accounting Uniform Patrol Building Inspections Advanced Life Human Resources & Permitting K-9 Patrol Athletics – Auditing Support Adult & Youth Information Criminal Code Enforcement Budgeting Fire Suppression Technology Investigations Recreation Centers CRA & CDBG Purchasing Fire Prevention and Programming Insurance & Community Risk Management Engineering Debt Service & Fire Inspection Policing Grounds Management Maintenance: Fleet & Facilities Hazardous Materials Crime Prevention Parks, Right-Of- Treasury Response Way and Cemetery Garbage Collection Communications Utility Billing Fire Education Library Planning Records Contingencies & Museum Streets & Stormwater Support Services Transfers Mgmt Golf Club School Crossing Water Production & Operations Guards Distribution Reserve Officers Sewer Collection 49  CITY OF FORT WALTON BEACH, FL Authorized Full-Time Equivalents BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2014-15 (TECHNICAL & SERVICE DELIVERY) 2014-15 (TECHNICAL & SERVICE DELIVERY) 2014-15 City Manager (Charter Officer) 1.00 Accounting Technician I 2.50 Meter Service Worker 1.00 City Clerk (Charter Officer) 1.00 Accounting Technician II 2.00 Museum Assistant I 0.60 Human Resources Director 1.00 Administrative Coordinator 2.00 Museum Operations Coordinator 1.00 Engineering & Utilities Director 1.00 Adult Services Librarian 1.00 Museum Program Coordinator 1.00 Finance Director 1.00 Athletic Coordinator 1.00 Parks Attendant 1.11 Fire Chief 1.00 Building Inspector 1.00 Permit Specialist 1.00 Recreation Services Director 1.00 Buyer 0.75 Combination Plans Examiner 1.00 Police Chief 1.00 Cart/Range Attendant 5.30 Planning/Permit/Grant Tech 1.00 FTE TOTAL 8.00 Chemical Specialist 1.00 Police Admin Coordinator 1.00 % of Total Staff 3% Childrens Services Librarian 1.00 Police Officer 34.00 Code Inspector II 1.00 Property Administrator 1.00 BUDGET Code Inspector I 1.00 Public Information Officer 1.00 MID-LEVEL MANAGEMENT 2014-15 Collections Systems Worker 3.00 Purchasing Agent 1.00 Battalion Chief 3.00 Communications Officer 7.36 Purchasing Coordinator 1.00 Building Code Official 1.00 CRA Coordinator 1.00 Records Clerk 2.50 Cemetery Supervisor 1.00 Custodial Worker 4.88 Recreation Specialist 2.96 Center Manager 2.00 Data Processing Coordinator 1.00 Refuse Collector 3.00 City Engineer 1.00 Driver Engineer 9.00 Reserve Police Officer 0.72 Communications Supervisor 1.00 Employee Relations Coordinator 1.00 School Crossing Guard 0.92 Comptroller 1.00 Engineering Aide 1.00 Sanitation Operator I 5.00 Customer Service Administrator 1.00 Equipment Mechanic I 1.00 Sanitation Operator II 9.00 Financial Analyst 1.00 Equipment Mechanic II 3.00 Senior Account Technician 1.00 Fire Captain 7.00 Equipment Mechanic III 2.00 Senior Accountant 1.00 Fire Marshal 1.00 Equipment Mechanic/Welder 1.00 Senior GIS/CAD Analyst 1.00 Fleet Supervisor 1.00 Evidence Technician 1.00 Service Worker I 10.00 Foreman 3.00 Executive Assistant 1.00 Service Worker II 15.00 GIS/CAD Manager 1.00 Fire Admin Coordinator 1.00 Service Worker III 2.00 Golf Club Manager 1.00 Firefighter 16.00 Sewer Construction Foreman 1.00 Golf Club Superintendent 1.00 Fleet Shop Assistant 1.00 Sewer Equipment Operator 1.00 Golf Operations Assistant 1.00 GIS/CAD Analyst 2.00 Staff Assistant I 0.50 Grounds Maintenance Manager 1.00 Golf Club Attendant 5.43 Staff Assistant II 6.50 Information Technology Manager 1.00 Greenskeeper 10.75 Survey Chief 1.00 Lead Equipment Mechanic 1.00 Heavy Equipment Operator 4.00 Traffic Technician I 1.00 Library Director 1.00 Human Resources Generalist 1.00 Traffic Technician II 1.00 Maintenance Supervisor 1.00 Junior Accountant 1.00 Utilities Inspector 1.00 Museum Manager 1.00 Laboratory Manager 1.00 Wastewater Pretreatment Coordinator 1.00 Police Captain 2.00 Library Assistant I 2.02 Water Distribution Foreman 1.00 Police Sergeant 6.00 Library Assistant II 2.50 Water Operator Trainee 2.00 Planning Manager 1.00 Lift Station Mechanic 1.00 Water Treatment Operator 5.00 Records Supervisor 1.00 Maintenance Technician 3.00 Welder 1.00 Recreation Coordinator 1.00 FTE TOTAL 232.30 Recreation Supervisor 1.75 % of Total Staff 79% Sanitation Supervisor 1.00 Sewer Collections Supervisor 1.00 FULL TIME EQUIVALENT TOTAL 292.05 Stormwater Supervisor 1.00 Utilities Supervisor 1.00 Water Operations Manager 1.00 Full-Time Equivalent Staffing by Type FTE TOTAL 51.75 % of Total Staff 18% MID-LEVEL MANAGEMENT 18% SUPPORT STAFF 79% SENIOR MANAGEMENT 3% 50  General Fund The General Fund encompasses 50.0% of the City’s activities and services and accounts for all financial resources not accounted for in other funds. Services such as police and fire protection, code enforcement, recreation, grounds maintenance, streets, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights $20 Budget. 2014-15. …… $ Change % Change $15 Ad Valorem Taxes 5,313,708 85,727 1.6% Other Taxes 5,168,673 327,997 6.8% Millions $10 Licenses & Permits 2,014,065 221,641 12.4% Intergov’t Revenue 2,510,461 59,600 2.4% Charges for Services 2,427,428 -183,901 -7.0% $5 Interest & Other 546,583 -3,885 -0.7% Interfund Transfers In 649,267 28,834 4.6% $0 Actual Actual Actual Budget Budget Use of Reserves 0 -243,672 -100.00% 2010-11 2011-12 2012-13 2013-14 2014-15 $18,630,185 $292,341 1.6% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaning the millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. • The increase in the Gulf Power franchise fees accounts for the licenses & permits category change. • Traffic Fines continue to decline due to more and more revenue being withheld at the State level for each citation, which is a key factor in the decline in the Interest & Other category. Expenditure Highlights $20 Budget. 2014-15. …… $ Change % Change $15 Personal Services 13,555,074 302,408 2.3% Operations & Maintenance 2,980,949 -168,128 -5.3% Millions $10 Capital Outlay/Imprvmt 1,032,856 189,991 22.5% Debt Service 1,025,306 -31,930 -3.0% $5 Interfund Transfers Out 36,000 0 0% Replenish Reserves 0 0 0.0% $0 $18,630,185 $292,341 1.6% Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers • The personal services increase is attributable to Year 1 implementation of the Pay & Classification Study, as well as the 3.5% for Bargaining Union Members effective October 1. • Capital expenses increasing commensurate with reimplementing facility maintenance, fleet replacement, and IT replacement schedules (e.g. 5 yrs. for computers, 7 yrs. for patrol vehicles, 10 yrs. for trucks), as well as allocating seed money for Phase II of the Recreation Center Complex. 51 52  001 GENERAL FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Council Adopted Change 4,392,986 4,240,342 4,119,512 5,227,981 0500-311-1000 Ad Valorem Taxes 5,313,708 5,313,708 1.64% 50,924 18,809 27,519 - 0500-311-2000 Delinquent Ad Valorem Taxes - - 0.00% 38,910 35,918 28,105 - 0500-311-3000 Penalties & Interests - Ad Valorem Taxes - - 0.00% $ 4,482,819 $ 4,295,068 $ 4,175,136 $ 5,227,981 Total Ad Valorem Taxes $ 5,313,708 1.64% 613,050 668,858 656,743 600,000 0500-312-4100 Local Option Fuel Tax 550,000 550,000 -8.33% - - - - 0500-312-4200 Local Option Fuel Tax - 2nd (NEW) 240,000 240,000 100.00% 161,435 168,042 170,885 168,042 0800-312-5200 Insurance Premium Tax - Police Pension 170,885 170,885 1.69% 164,291 193,034 204,226 114,834 0900-312-5100 Insurance Premium Tax - Fire Pension 125,627 125,627 9.40% $ 938,776 $ 1,029,934 $ 1,031,854 $ 882,876 Total Other Taxes $ 1,086,512 23.07% 1,845,820 1,813,348 1,813,966 1,825,000 0500-314-1000 Electric 2,012,000 2,012,000 10.25% 227,640 236,288 239,510 240,000 0500-314-3000 Water 251,000 251,000 4.58% 185,170 161,792 199,877 175,000 0500-314-4000 Gas 247,000 247,000 41.14% 10,593 11,805 10,646 10,000 0500-314-8000 Propane 10,000 10,000 0.00% $ 2,269,223 $ 2,223,233 $ 2,264,000 $ 2,250,000 Total Utility Taxes $ 2,520,000 12.00% 1,657,707 1,516,078 1,497,437 1,515,000 0500-315-1000 Communications Services Tax 1,360,000 1,360,000 -10.23% $ 1,657,707 $ 1,516,078 $ 1,497,437 $ 1,515,000 Total Communications Services Tax $ 1,360,000 -10.23% 187,081 194,033 169,320 190,000 0500-316-1000 Business Tax Receipts 199,061 199,061 4.77% 3,206 3,789 3,316 2,500 0500-316-1010 Penalties - Business Tax Receipts 3,000 3,000 20.00% 80 30 - 300 0500-316-1020 Transfer Fees 100 100 -66.67% 3,360 - - - 0500-316-2000 Reg Fees - Contractor License - - 0.00% 179 - - - 0500-316-2010 Penalties - Contractor License - - 0.00% $ 193,905 $ 197,852 $ 172,636 $ 192,800 Total Business Tax Receipts $ 202,161 4.86% $ 9,542,431 $ 9,262,165 $ 9,141,063 $ 10,068,657 TOTAL TAXES $ 10,482,381 4.11% 124,928 101,652 - - 1215-322-1000 Building Permits - - 0.00% 1,892 5,018 - - 1215-322-1001 Re-Inspection Fee - - 0.00% 9,750 6,250 - - 1215-322-1002 Working Without A Permit Fee - - 0.00% 1,925 1,985 - - 1215-322-1010 Notice of Commencement - - 0.00% 4,271 5,379 - - 1215-322-1020 Certificate of Occupancy/Completion/Use - - 0.00% 35,676 33,951 - - 1215-322-1030 Processing Fee - - 0.00% 16,469 15,640 - - 1215-322-2000 Electrical Permits - - 0.00% 9,023 9,661 - - 1215-322-3000 Plumbing Permits - - 0.00% 3,291 5,521 - - 1215-322-4000 Gas Permits - - 0.00% 12,718 13,000 - - 1215-322-5000 Mechanical Permits - - 0.00% 811 759 - - 1215-322-9090 Surcharge F.S. 468.631 & 553.721 - - 0.00% $ 220,755 $ 198,814 $ - $ - Total Licenses & Permits $ - 0.00% 1,903,039 1,710,393 1,583,907 1,600,000 0500-323-1000 Electric 1,755,000 1,755,000 9.69% 214,047 158,338 176,233 160,000 0500-323-4000 Gas 217,000 217,000 35.63% 16,759 7,843 4,593 4,500 0500-323-7000 Solid Waste - Host Fee 10,000 10,000 122.22% $ 2,133,844 $ 1,876,575 $ 1,764,733 $ 1,764,500 Total Franchise Fees $ 1,982,000 12.33% 1,800 - - - 1240-325-1001 Sidewalk/Asphalt - - 0.00% 1,966 8,805 1,282 1,966 1240-325-1002 Girard Avenue 1,283 1,283 -34.74% 3,432 3,395 3,432 3,433 1240-325-1003 Stokes Avenue 5,882 5,882 71.34% $ 7,198 $ 12,200 $ 4,715 $ 5,399 Total Special Assessments $ 7,165 32.71% 631 517 1,293 525 0800-329-4000 Taxi Permit/Bicycle License 800 800 52.38% 3,839 2,495 12,793 3,000 0900-329-2010 Fire Safety Plan Review 6,300 6,300 110.00% 11,853 12,361 10,035 15,000 1205-329-1001 Zoning/Variances Fees 13,500 13,500 -10.00% 726 2,391 16,568 4,000 1205-329-2000 Zoning Site Plan Review 4,300 4,300 7.50% 44,508 34,719 - - 1215-329-1000 Building Plan Review - - 0.00% 5,228 2,924 - - 1215-329-3000 Sign/Banner Permit - - 0.00% 39 - - - 1215-329-5000 Right-of-Way - - 0.00% 001-Revenues 9/30/2014 3:17 PM 53  001 GENERAL FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Council Adopted Change $ 66,824 $ 55,407 $ 40,688 $ 22,525 Total Other Licenses & Permits $ 24,900 10.54% $ 2,428,621 $ 2,142,995 $ 1,810,136 $ 1,792,424 TOTAL LICENSES & PERMITS $ 2,014,065 12.37% 30,209 14,614 16,357 - 0500-333-1000 Housing Authority 15,000 15,000 100.00% $ 30,209 $ 14,614 $ 16,357 $ - Total Federal Payments In Lieu of Taxes $ 15,000 0.00% 182,756 53,589 85,916 - 331 Federal Grants - - 0.00% $ 182,756 $ 53,589 $ 85,916 $ - Total Federal Grants $ - 0.00% (22,283) 15,824 455 - 334 State Grants - - 0.00% $ (22,283) $ 15,824 $ 455 $ - Total State Grants $ - 0.00% 707,056 711,450 721,034 715,000 0500-335-1221 Municipal Revenue Sharing 719,000 719,000 0.56% 13,706 11,402 9,613 11,500 0500-335-1400 Mobile Home Licenses 12,000 12,000 4.35% 26,692 27,249 30,856 28,000 0500-335-1500 Alcoholic Beverage License 34,000 34,000 21.43% 1,453,784 1,529,412 1,584,499 1,575,000 0500-335-1800 Sales Tax 1/2 - 5th Cent 1,628,000 1,628,000 3.37% 5,556 5,270 6,120 5,500 0900-335-2100 Fire Supplemental Compensation 5,600 5,600 1.82% $ 2,206,794 $ 2,284,783 $ 2,352,122 $ 2,335,000 Total State Shared Revenues $ 2,398,600 2.72% - 30,000 - - 337 Local Grants - - 0.00% 79,748 76,017 71,441 70,861 1500-337-7000 Library Cooperative Funding 70,861 70,861 0.00% $ 79,748 $ 106,017 $ 71,441 $ 70,861 Total Other Grants $ 70,861 0.00% 47,928 45,041 36,991 45,000 0500-338-1000 County Business Tax Receipt - Municipality Share 26,000 26,000 -42.22% $ 47,928 $ 45,041 $ 36,991 $ 45,000 Total Local Shared Revenues $ 26,000 -42.22% $ 2,525,152 $ 2,519,868 $ 2,563,283 $ 2,450,861 TOTAL INTERGOVERNMENTAL REVENUE $ 2,510,461 2.43% 250 400 475 300 0500-341-3000 Administrative Fee - Returned Checks 300 300 0.00% 480 2,163 379 2,500 0500-341-3100 Administrative & Billing Fees - Fuel 2,500 2,500 0.00% 6,225 6,875 5,400 2,363 1060-341-9110 Passport Fees - Library 2,410 2,410 1.99% 1,575 1,850 1,325 250 1070-341-9110 Passport Fees - Museum 250 250 0.00% 3,525 3,060 3,200 3,500 1200-341-3001 Overhead Banner Installation Fee 3,100 3,100 -11.43% 385 26 59 - 1200-341-9310 Engineering Drawings - - 0.00% 122 - - 50 1230-341-9330 Special Events - Barricades, Orange Cones 50 50 0.00% 866 482 - 200 1230-341-9600 Sign Shop Sales 200 200 0.00% 200 - 200 - 1500-341-9120 Election Qualifying Fees 200 200 100.00% 625 1,088 3,338 750 1500-341-9300 Photo Copies/Certifying 500 500 -33.33% 100 187 675 - 1500-341-9400 Billing Work Orders - - 0.00% $ 14,352 $ 16,131 $ 15,052 $ 9,913 Total General Government $ 9,510 -4.07% - 171 3,464 7,125 0800-342-1000 Law Enforcement Services 6,800 6,800 -4.56% 69 227 - - 0800-342-1020 Witness Fees - - 0.00% 1,685 1,476 - - 0800-342-1200 Fingerprinting - - 0.00% - - 220 - 0800-342-1300 Police Special Events 1,876 1,876 100.00% 325 275 - - 0800-342-1400 Wrecker Inspection - - 100.00% 5,572 7,337 - - 0800-342-1700 Record Checks - - 100.00% 1,593 - 1,390 1,575 0800-342-1800 Photo Copies 1,500 1,500 -4.76% 105 - - - 0800-342-1900 Restitution - - 0.00% 2,700 1,553 225 1,500 0900-342-2200 Safety Permits & Licenses 1,500 1,500 0.00% 1,500 1,500 250 - 0900-342-2300 Fire Prevention Programs 250 250 0.00% 22,644 20,479 12,350 20,000 0900-342-2700 Annual Safety Inspection Fees 18,500 18,500 -7.50% (3,363) - - - 0950-342-2500 Fire Protection Cost Recovery - - 0.00% $ 32,830 $ 33,018 $ 17,898 $ 30,200 Total Public Safety $ 30,426 0.75% 001-Revenues 9/30/2014 3:17 PM 54  001 GENERAL FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Council Adopted Change 177,112 189,090 192,630 180,000 1080-343-8000 Sale of Lots 180,000 180,000 0.00% 6,875 23,215 3,885 8,000 1080-343-8100 Crypt Sales 8,000 8,000 0.00% 4,350 9,120 10,635 9,000 1080-343-8200 Niche Sales 9,000 9,000 0.00% 6,420 9,900 8,295 8,000 1080-343-8300 Weekend/Holidays Interments 8,000 8,000 0.00% 177,720 184,690 152,345 175,000 1080-343-8400 Openings/Closings 175,000 175,000 0.00% 1,498 1,032 2,228 - 1080-343-8500 Transfer Fees - - 0.00% $ 373,975 $ 417,047 $ 370,018 $ 380,000 Total Cemetery $ 380,000 0.00% 42,504 42,503 42,503 42,505 1015-344-9007 DOT Right-of-Way Maintenance Contract 42,505 42,505 0.00% 2,250 4,670 4,550 2,500 1240-343-9100 Cut Paved Surface/Curb 5,000 5,000 100.00% 62,272 75,564 77,830 94,208 1240-344-9008 DOT Lighting Maintenance Contract 97,035 97,035 3.00% $ 107,026 $ 122,737 $ 124,883 $ 139,213 Total Transportation $ 144,540 3.83% 154,355 160,398 126,673 165,000 1000-347-2000 Program Revenue 147,000 147,000 -10.91% 23,226 18,092 20,237 29,605 1000-347-2011 Program Revenue - Not City Staff Provided 29,605 29,605 0.00% 23,159 20,800 25,630 26,750 1000-347-2100 Sponsorship Revenue 26,750 26,750 0.00% 22,819 24,168 26,503 22,000 1000-347-2200 Rental - Auditorium, Rec Centers, etc 16,800 16,800 -23.64% 23,693 24,384 22,485 24,500 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 24,150 24,150 -1.43% 348 474 534 250 1000-347-2400 Non Cash/Check Payment - - -100.00% 1,822 1,390 1,155 1,700 1000-347-4030 Holiday Parade Entry Fee 1,456 1,456 -14.35% $ 249,422 $ 249,706 $ 223,217 $ 269,805 Total Recreation $ 245,761 -8.91% 10,933 8,561 8,934 9,000 1010-347-2200 Rentals - Liza Jackson 9,500 9,500 5.56% 2,457 2,250 2,811 2,250 1010-347-2210 Rentals tax-exempt - Liza Jackson 2,500 2,500 11.11% 2,440 1,910 2,060 2,500 1010-347-4010 Spec Evt - Landing, Chester Pruitt 2,100 2,100 -16.00% 4,885 4,129 8,912 4,000 1010-347-4020 Spec Evt tax-exempt - Landing, Chester Pruitt 5,900 5,900 47.50% - 6 - - 1010-347-4330 Special Event Misc Charge - - 0.00% 9,499 10,897 8,332 10,000 1010-347-5910 Boat Launch Fee 9,500 9,500 -5.00% $ 30,214 $ 27,753 $ 31,049 $ 27,750 Total Parks $ 29,500 6.31% 2,100 1,665 2,310 2,000 1020-347-2200 Rental - Center, etc - - -100.00% 1,302 360 280 500 1020-347-2210 Rental - Tax Exempt - - -100.00% 7 - - - 1020-347-5600 Program Revenue - - 0.00% 14,747 15,327 11,939 14,000 1020-347-5610 Memberships - - -100.00% 12,176 13,099 11,014 13,145 1020-347-5611 Program Revenue - Not City Staff Provided - - -100.00% 20 13 40 20 1020-347-5620 Copy Machine - - -100.00% 32 158 80 75 1020-347-5630 Commissions on Shop - - -100.00% 707 497 502 700 1020-347-5640 Concessions - - -100.00% $ 31,090 $ 31,119 $ 26,165 $ 30,440 Total Senior Center $ - -100.00% - - - 715,000 1040-347-5000 Greens Fees 669,152 669,152 -6.41% - - - 85,000 1040-347-5020 Tournament Fees 51,295 51,295 -39.65% - - - - 1040-347-5099 Complementary Green Fees - - 0.00% - - - 96,000 1040-347-5100 Membership Fees 105,000 105,000 9.38% - - - 586,500 1040-347-5200 Golf Cart Rental 542,000 542,000 -7.59% - - - 1,500 1040-347-5210 Pull Cart Rental 1,800 1,800 20.00% - - - - 1040-347-5299 Complementary Golf Cart Fees - - 0.00% - - - 76,000 1040-347-5300 Driving Range 68,000 68,000 -10.53% - - - 72,683 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 73,020 73,020 0.46% - - - 1,800 1040-347-5510 GHIN Handicapping Service 1,800 1,800 0.00% - - - 18,000 1040-347-5900 League Play 3,400 3,400 -81.11% - - - - 1040-347-5920 Cash Over/(Under) - - 0.00% $ - $ - $ - $ 1,652,483 Total Golf Club $ 1,515,467 -8.29% 2,124 2,360 2,425 2,400 1060-347-1000 Library Fees 2,400 2,400 0.00% 6,203 5,180 5,956 5,200 1060-347-1010 Photo Copy Revenue 5,800 5,800 11.54% 400 525 550 400 1060-347-1210 Rentals - Taxable 400 400 0.00% 25 25 175 25 1060-347-1220 Rentals - Tax Exempt 25 25 0.00% $ 8,751 $ 8,090 $ 9,106 $ 8,025 Total Library $ 8,625 7.48% 001-Revenues 9/30/2014 3:17 PM 55  001 GENERAL FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Council Adopted Change 1,773 879 58 1,500 1070-347-2000 Program Revenue 900 900 -40.00% 26,935 25,890 30,215 26,000 1070-347-3500 Admission Fees 27,500 27,500 5.77% 26,462 27,697 26,909 28,000 1070-347-3510 Merchandise Sales 27,000 27,000 -3.57% 8,576 7,974 8,254 8,000 1070-347-3520 Fees - Tax Exempt 8,200 8,200 2.50% $ 63,746 $ 62,440 $ 65,436 $ 63,500 Total Museum $ 63,600 0.16% $ 911,405 $ 968,040 $ 882,824 $ 2,611,329 TOTAL CHARGES FOR SERVICES $ 2,427,428 -7.04% 50,147 47,059 46,449 50,000 0800-351-5000 Traffic Fines 39,000 39,000 -22.00% 27,659 25,537 26,365 25,000 0800-351-5030 Traffic Fines - Law Enforcement Automation 13,000 13,000 -48.00% $ 77,806 $ 72,596 $ 72,814 $ 75,000 Total Traffic Fines $ 52,000 -30.67% 13,024 12,183 12,525 12,000 1060-352-1000 Library Fines 12,000 12,000 0.00% - 200 140 200 1060-352-1010 Lost Publications 200 200 0.00% $ 13,024 $ 12,383 $ 12,665 $ 12,200 Total Library Fines $ 12,200 0.00% (71) 6,245 4,735 2,500 0800-354-1100 Parking Citations 3,600 3,600 44.00% 2,825 2,025 1,050 1,000 0800-354-1200 False Alarm Fines - Police 1,900 1,900 90.00% 650 950 - 500 0900-354-1200 False Alarm Fines - Fire 500 500 0.00% 24,150 - 103,603 20,000 1217-354-1000 Code Enforcement - Fines 24,000 24,000 20.00% 7,500 10,000 6,825 7,500 1217-354-1010 Code Enforcement - Fees 7,500 7,500 0.00% $ 35,054 $ 19,220 $ 116,213 $ 31,500 Total Violations of Local Ordinances $ 37,500 19.05% $ 125,885 $ 104,199 $ 201,691 $ 118,700 TOTAL FINES & FORFEITURES $ 101,700 -14.32% 115,286 47,190 65,521 112,915 1500-361-1000 Interest Income 135,000 135,000 19.56% - 41,349 19,900 - 1500-361-1004 Interest Income - Golf Fund 1999 Bond debt payoff - - 0.00% 6,593 7,377 6,821 7,500 1500-361-2000 Dividend Income 6,900 6,900 -8.00% (25,971) 16,904 (31,719) - 1500-361-3000 Unrealized Gain/(Loss) - - 0.00% - (1,037) (48,210) - 1500-361-4000 Realized Gain/(Loss) - - 0.00% $ 95,907 $ 111,782 $ 12,314 $ 120,415 Total Interest Income $ 141,900 17.84% 1,724 3,785 3,753 3,750 1010-362-1000 Rentals & Leases 3,000 3,000 -20.00% - - - 24,600 1040-362-2010 Rental and Lease Income - Golf Tower 24,600 24,600 0.00% 224,154 224,761 228,526 222,398 1500-362-1000 Rental and Lease Income 196,250 196,250 -11.76% $ 225,879 $ 228,546 $ 232,280 $ 250,748 Total Rents and Royalties $ 223,850 -10.73% 17,584 16,440 16,754 10,000 1500-364-1000 Sale of Surplus - Assets 12,000 12,000 20.00% - - - - 1500-364-1030 Sale of Surplus - Land - - 0.00% 403 914 779 750 1220-365-1010 Sale of Used Oil 700 700 -6.67% $ 17,987 $ 17,354 $ 17,533 $ 10,750 Total Disposal of Fixed Assets $ 12,700 18.14% - - 10,175 2,925 0100-366-1000 Contributions/Donations - City Council - - -100.00% 363,094 1,327 4,893 - 0800-366-1000 Contributions/Donations - Police - - 0.00% - - 320 - 0800-366-1011 Contributions/Donations - Coin/Pin - - 0.00% - - 1,054 - 0800-366-1071 Contributions/Donations - Citizens Police Acad - - 0.00% - - 2,088 - 0800-366-3010 Designated Donations - - 0.00% - - 4,500 - 0900-366-1000 Contributions/Donations - Fire - - 0.00% 1,715 606 1,021 - 1000-366-1000 Contributions/Donations - Recreation - - 0.00% - 2,217 14,300 - 1010-366-1000 Contributions/Donations - Parks - - 0.00% 12 11 2 - 1015-366-1000 Contributions/Donations - Right-of-Way - - 0.00% 6,653 5,052 3,468 - 1020-366-1000 Contributions/Donations - Senior Center - - 0.00% 3,239 2,842 3,710 - 1060-366-1000 Contributions/Donations - Library - - 0.00% 2,806 5,363 1,516 - 1070-366-1000 Contributions/Donations - Museum - - 0.00% 200 - 1,930 - 1200-366-1000 Contributions/Donations - Engineering - - 0.00% 274 20 1,500 - 1500-366-1000 Contributions/Donations - General - - 0.00% $ 377,993 $ 17,438 $ 50,476 $ 2,925 Total Contributions/Donations $ - -100.00% 52 28 - 20 0800-369-1710 Police Patches 20 20 0.00% 1,473 1,722 1,581 1,500 0000-369-9091 Discounts 1,600 1,600 6.67% 2,174 19,320 11,389 - 1500-369-1000 Worker's Comp Proceeds - - 0.00% 001-Revenues 9/30/2014 3:17 PM 56  001 GENERAL FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Council Adopted Change 78 93 306 50 1500-369-1500 City Clerk Store 50 50 0.00% 9,162 328 - 1500-369-3000 Proceeds - Insurance - - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 360 0.00% 9 - - - 1500-369-8000 Radon Surcharge - - 0.00% 47,001 91,966 44,926 45,000 1500-369-9000 Miscellaneous 64,403 64,403 43.12% $ 60,310 $ 113,818 $ 58,563 $ 46,930 Total Other Revenues $ 66,433 41.56% $ 778,076 $ 488,939 $ 371,165 $ 431,768 TOTAL INTEREST & OTHER REVENUES $ 444,883 3.04% 4,553 - - - 1600-381-2200 Transfer from Law Enforcement Trust Fund - - 0.00% 13,149 21,486 3,290 - 1600-381-2400 Transfer from Beal Memorial Cemetery Fund - - 0.00% 29,295 29,295 - - 1600-381-2500 Transfer from CDBG Fund - - 0.00% 78,076 78,076 - - 1600-381-9119 Transfer from CRA Fund - - 0.00% 959,557 959,557 320,536 490,433 1600-382-4100 Transfer from Utilities Fund 519,267 519,267 5.88% 708,039 708,039 130,000 130,000 1600-382-4300 Transfer from Sanitation Fund 130,000 130,000 0.00% 99 53,432 - - 1600-382-4400 Transfer from Golf Fund - - 0.00% 15,022 15,022 - - 1600-382-4500 Transfer from Stormwater Fund - - 0.00% $ 1,807,790 $ 1,864,906 $ 453,826 $ 620,433 Total Interfund Transfers $ 649,267 4.65% 739,805 - 13,046,323 - 1500-384-1075 Proceeds from Debt - - 0.00% $ 739,805 $ - $ 13,046,323 $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 173,082 1600-389-9100 Appropriation from Unassigned Fund Balance - - -100.00% - - - 70,590 1600-389-9600 Approp. from Restricted Fund Balance - Harvey Trust - - -100.00% $ - $ - $ - $ 243,672 Total Non-Operating Sources $ - -100.00% $ 2,547,595 $ 1,864,906 $ 13,500,149 $ 864,105 TOTAL TRANSFERS IN $ 649,267 -24.86% $ 18,859,165 $ 17,351,112 $ 28,470,310 $ 18,337,844 TOTAL FUND REVENUES $ 18,630,185 1.59% 001-Revenues 9/30/2014 3:17 PM 57  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 200 - 200 - 341-9120 Election Qualifying Fees 200 100.00% - - 10,175 2,925 366-1000 Contributions/Donations - -100.00% $ 200 $ - $ 10,375 $ 2,925 TOTAL REVENUES $ 200 -93.16% Personal Services: 39,379 39,379 38,570 39,932 511-1100 Executive Salaries 40,111 0.45% 2,442 2,442 2,391 2,476 511-2100 FICA Taxes 2,487 0.44% 571 571 559 579 511-2101 Medicare 582 0.45% 47,369 67,110 73,847 71,125 511-2300 Dental, Life & Health Insurance 81,037 13.94% 73 76 75 68 511-2400 Worker's Compensation 298 338.09% $ 89,833 $ 109,576 $ 115,443 $ 114,180 Total Personal Services $ 124,514 9.05% Operating Expenditures: 6,900 5,916 25,254 - 511-3100 Professional Services - 0.00% 84,602 39,690 78,827 105,500 511-3101 Legal Services 80,000 -24.17% 87,787 102,310 101,710 101,710 511-3400 Other Services 82,710 -18.68% 4,196 4,809 4,749 9,000 511-4000 Travel and Per Diem 13,700 52.22% 271 271 565 142 511-4100 Communication Services 142 0.00% - 2,409 1,309 2,410 511-4400 Rentals & Leases - -100.00% - 16 - 1,000 511-4700 Printing & Binding 700 -30.00% - - 5,000 - 511-4800 Promotional Activities - 0.00% 23,156 2,713 525 - 511-4801 Special Events 0.00% 14,517 - 14,566 - 511-4910 Election Expense 16,000 100.00% 8,243 4,992 7,820 2,415 511-5200 Operating Supplies 2,900 20.08% - 433 - - 511-5231 Computer Hardware/Software - 0.00% 3,077 2,646 2,358 2,350 511-5400 Books, Dues & Publications 2,350 0.00% 978 1,625 1,930 800 511-5500 Training 800 0.00% Non-Operating: 32,263 30,593 32,304 15,947 511-8200 Grants & Aids 21,923 37.47% $ 265,989 $ 198,423 $ 276,919 $ 241,274 Total Operating Expenditures $ 221,225 -8.31% Debt Service - - - 210 581-9121 Transfer to Debt Service Fund 210 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 210 Total Debt Service $ 210 0.00% $ 355,822 $ 308,000 $ 399,362 $ 355,664 TOTAL EXPENSES $ 345,949 -2.73% $ (355,622) $ (308,000) $ (388,987) $ (352,739) NET REVENUE / (EXPENSE) $ (345,749) -1.98% 0100-City Council 9/30/2014 2:07 PM 58 CITY COUNCIL Share of City Budget $345,949, 0.9% DESCRIPTION The City Council is the legislative body of the City. It is comprised of the Mayor and seven Council members, elected on a citywide basis in odd years for four-year, staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00pm in the Council Chambers located at City Hall. The City Council appoints the City Manager, City Clerk, City Attorney, and members of Boards and Committees, as well as adopts ordinances and resolutions setting City policy. MISSION To enhance and protect the Community by providing quality services. STRATEGIC PLAN (March 2014) Plan Initiative Action Item Status Economic Economic Initiatives Create sustained, concerted actions that promote the standard of Development living and economic health of the City. Quality of Life Reduce Vagrancy Develop a strategy to deal with vagrancy issues, such as creating a homeless shelter. Economic Expand CRA Enhance redevelopment in the CRA, as well as improving the Development quality in CRA neighboorhoods, including visible projects. Economic Branding & Marketing 1. Have an overall identity for the City. Development 2. Take a leadership role in the Brooks Bridge issue. 3. Communication that includes promoting and marketing the City. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 59  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 3.00 106,395 103,755 115,498 115,660 512-1100 Executive Salaries 119,640 3.44% 42,961 38,149 53,012 54,000 512-1200 Regular Salaries 93,523 73.19% - 788 1,654 - 512-1202 Incentive/Merit Pay - 0.00% 9,608 9,578 10,944 10,985 512-2100 FICA Taxes 13,475 22.67% 2,247 2,240 2,559 2,569 512-2101 Medicare 3,152 22.67% 39,843 36,223 55,582 55,338 512-2200 Retirement Contributions 61,748 11.58% - - - - 512-2204 Retirement Contributions - DC Plan 1,930 100.00% 5,210 3,455 6,223 6,243 512-2210 Deferred Compensation 6,243 0.01% 13,281 13,691 10,102 10,313 512-2300 Dental, Life & Health Insurance 15,452 49.83% 300 250 353 310 512-2400 Worker's Compensation 384 23.79% $ 219,845 $ 208,130 $ 255,927 $ 255,418 Total Personal Services $ 315,547 23.54% Operating Expenditures: 933 2,162 3,050 1,800 512-4000 Travel and Per Diem 3,230 79.44% 1,025 822 2,369 764 512-4100 Communication Services 1,386 81.41% 91 69 37 55 512-4200 Postage 155 181.82% 625 - - - 512-4630 Equipment Repair - 0.00% - 16 - - 512-4700 Printing & Binding 600 100.00% 172 549 400 200 512-5100 Office Supplies 200 0.00% 508 118 444 - 512-5200 Operating Supplies 36 0.00% - - - 200 512-5210 Uniform Expense 300 50.00% 163 402 - - 512-5231 Computer Hardware/Software 100 0.00% 1,972 1,371 1,657 1,672 512-5400 Books, Dues & Publications 2,172 29.90% 1,440 2,185 915 820 512-5500 Training 2,240 173.17% 88 - - - Grant-Related Expenses (FWBTV) - 0.00% $ 7,018 $ 7,695 $ 8,873 $ 5,511 Total Operating Expenditures $ 10,419 89.06% Capital Outlay: - - 654 - 512-6402 Equipment 900 100.00% $ - $ 520 $ 654 $ - Total Capital Outlay $ 900 100.00% Debt Service - - - 425 581-9121 Transfer to Debt Service Fund 425 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 425 Total Debt Service $ 425 0.00% $ 226,864 $ 216,346 $ 265,454 $ 261,354 TOTAL EXPENSES $ 327,291 25.23% $ (226,864) $ (216,346) $ (265,454) $ (261,354) NET REVENUE / (EXPENSE) $ (327,291) 25.23% 0200-City Manager 9/30/2014 2:07 PM 60 CITY MANAGER Share of City Budget $327,291, 0.9% DESCRIPTION The City Manager is the chief administrative official for the City. The City Manager's office coordinates, implements, and evaluates all policies, procedures, and programs; recommends and provides information to City Council; proposes the annual budget; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and support by overseeing information technology and serving as a liaison between departments, the media, and citizens. MISSION Support the City Council in the development of policy by assembling and analyzing data and making recommendations; provide leadership and direction to employees in implementation of policies, programs, and daily operations; and ensure that the City of Fort Walton Beach government provides municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Communicate Effectively w/ City Council & Public on Current Issues Customer Satisfaction with Overall City Services n/a n/a 84% 76% 90% 92% Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 78.4% 69.2% 72.0% 81% 80% 80% Performance Excellence / Leadership Training Courses n/a n/a 12 6 6 10 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $894 $913 $872 annual measure $908 $899
Develop a Business Accelerator / Incubator within the City.
Continue to effectively market the City to citizens, visitors, and potential business owners.
Aggressively pursue expansion opportunities for services and possible annexation.
Continue the sale of surplus properties and the renegotiation of leases at market rates to generate additional revenues. FUTURE GOALS (FY16 & FY17)
Create a Neighborhood Redevelopment Program.
Continue to enhance the Economic Development "toolbox" for the City to attract indsutries.
Create additional programs to assist Commercial Properties with redevelopment. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Conducted a successful Strategic Planning Session with Ciy Council to develop the 1-3 year future direction of the City.
Appointment to Community Solutions Board of Directors to lead the community in addressing the Homelessness issue.
Coordinated with Chamber of Commerce and FDOT on the Brooks Bridge PD&E Studies.
Advocated with the Florida League of Cities on issues affecting Home Rule, Homelessness, Stormwater Infrastructure, etc. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 61  001 GENERAL FUND - 0220 INFORMATION TECHNOLOGY Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 127,233 126,746 126,938 129,320 516-1200 Regular Salaries 131,860 1.96% - - - 159 516-1201 Service Awards - -100.00% - 1,397 2,087 - 516-1202 Incentive/Merit Pay - 0.00% 1,808 1,800 1,803 - 516-1503 Auto Allowance 1,805 100.00% 7,368 7,482 7,618 7,488 516-2100 FICA Taxes 7,637 1.99% 1,723 1,750 1,782 1,751 516-2101 Medicare 1,786 2.01% 28,244 33,637 36,161 36,093 516-2200 Retirement Contributions 40,481 12.16% 17,333 18,252 14,418 14,490 516-2300 Dental, Life & Health Insurance 19,762 36.38% 243 247 251 220 516-2400 Worker's Compensation 227 3.21% $ 183,952 $ 191,309 $ 191,057 $ 189,521 Total Personal Services $ 203,559 7.41% Operating Expenditures: - 93,546 99,808 113,525 516-3100 Professional Services 116,126 2.29% 69,925 - - - 516-3400 Other Services - 0.00% 779 693 - 800 516-4000 Travel and Per Diem 800 0.00% 51,834 40,377 43,168 42,200 516-4100 Communication Services 39,560 -6.26% 22,109 - - - 516-4610 Maintenance Contracts - 0.00% 8,122 8,655 10,467 9,000 516-4630 Equipment Repair 9,000 0.00% 1,010 438 1,255 1,500 516-5200 Operating Supplies 1,500 0.00% 22,350 3,690 1,976 4,000 516-5231 Computer Hardware/Software 4,000 0.00% 366 444 2,130 2,389 516-5400 Books, Dues & Publications 2,389 0.00% 75 75 - 75 516-5500 Training 75 0.00% (3,386) - - - 516-9905 Capitalized Costs Allocation - Labor - 0.00% (1,480) - - - 516-9906 Capitalized Costs Allocation - Benefits - 0.00% $ 171,704 $ 147,917 $ 158,804 $ 173,489 Total Operating Expenditures $ 173,450 -0.02% Capital Outlay: 15,871 13,191 19,010 5,000 516-6420 Computer Hardware/Software 5,100 2.00% - - 51,442 - 516-6821 Software - 0.00% $ 15,871 $ 13,191 $ 70,453 $ 5,000 Total Capital Outlay $ 5,100 2.00% Debt Service - - - 850 581-9121 Transfer to Debt Service Fund 850 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 850 Total Debt Service $ 850 0.00% $ 371,527 $ 352,417 $ 420,314 $ 368,860 TOTAL EXPENSES $ 382,959 3.82% $ (371,527) $ (352,417) $ (420,314) $ (368,860) NET REVENUE / (EXPENSE) $ (382,959) 3.82% 0220-Info Tech 9/30/2014 2:08 PM 62 INFORMATION TECHNOLOGY Share of City Budget $382,959, 1.0% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 24% 14% 10% 23% 17% 20% Police Laptops Replaced 2% 21% 0% 59% 30% 27% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) n/a 6 6 5 12 12 Hours of Downtime: Non-Public Safety n/a 7 10 3 24 24
Ensure current technology to users by replacing desktop computers with Windows XP operating system.
Ensure current technology to police department by replacing laptops every five years.
Ensure no more than 12 hours of downtime for public safety personnel.
Ensure no more than 24 hours of downtime for non-public safety personnel. FUTURE GOALS (FY16 & FY17)
Contiune to implement new technology to increase security on the City's network.
Contiune to implement changes to the City network for improved diasaster protection. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Implemented new telephone systems for City Hall, City Hall Annex, Police Department and Fire Department.
Relocated all servers from City Hall to the Police Department for improved disaster protection. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 63  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 78,000 78,053 61,517 67,263 513-1100 Executive Salaries 75,206 11.81% 57,125 68,077 62,580 66,298 513-1200 Regular Salaries 67,508 1.82% - - - 106 513-1201 Service Awards - -100.00% - 2,745 2,764 - 513-1202 Incentive/Merit Pay - 0.00% 8,285 - - - 513-1300 Part-Time Wages - 0.00% 8,423 9,638 7,283 7,431 513-2100 FICA Taxes 7,992 7.56% 1,970 2,254 1,703 1,738 513-2101 Medicare 1,869 7.54% 10,208 12,164 9,082 9,982 513-2200 Retirement Contributions 11,213 12.33% 6,531 6,174 1,534 4,890 513-2204 Retirement Contributions - DC Plan 7,190 47.03% 13,921 19,757 19,098 27,335 513-2300 Dental, Life & Health Insurance 21,615 -20.93% 270 280 240 227 513-2400 Worker's Compensation 242 6.81% $ 184,733 $ 199,143 $ 165,802 $ 185,270 Total Personal Services $ 192,835 4.08% Operating Expenditures: 5,624 13,200 15,299 15,851 513-3100 Professional Services 16,669 5.16% 35,390 31,632 - - 513-3101 Legal Services - 0.00% 10,873 4,369 7,090 6,200 513-3102 Employee Physicals & Immunizations 6,000 -3.23% - 1,658 1,729 - 513-3400 Other Services - 0.00% 1,089 723 - 1,000 513-4000 Travel and Per Diem 1,500 50.00% 1,382 1,356 2,720 1,178 513-4100 Communication Services 1,178 0.00% 603 565 2,354 190 513-4200 Postage 190 0.00% 1,000 1,603 1,946 1,883 513-4400 Rentals & Leases 1,983 5.31% 7,215 - - - 513-4610 Maintenance Contracts - 0.00% - 50 2,900 - 513-4700 Printing & Binding - 0.00% 3,061 - - - 513-4800 Promotional Activities - 0.00% 416 806 50 600 513-4920 Advertising 600 0.00% 1,892 2,413 2,755 2,325 513-5100 Office Supplies 2,300 -1.08% 5,158 13,760 11,008 9,750 513-5200 Operating Supplies 9,700 -0.51% - 165 - - 513-5231 Computer Hardware/Software - 0.00% 422 348 483 494 513-5400 Books, Dues & Publications 663 34.21% 488 1,088 - 350 513-5500 Training 350 0.00% $ 74,614 $ 73,736 $ 48,332 $ 39,821 Total Operating Expenditures $ 41,133 3.29% Capital Outlay: - - 630 - 513-6420 Computer Hardware/Software - 0.00% $ - $ - $ 630 $ - Total Capital Outlay $ - 0.00% Debt Service - - - 638 581-9121 Transfer to Debt Service Fund 638 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 638 Total Debt Service $ 638 0.00% $ 259,347 $ 272,879 $ 214,764 $ 225,729 TOTAL EXPENSES $ 234,606 3.93% $ (259,347) $ (272,879) $ (214,764) $ (225,729) NET REVENUE / (EXPENSE) $ (234,606) 3.93% 0300-HR 9/30/2014 2:08 PM 64 HUMAN RESOURCES Share of City Budget $233,606, 0.6% DESCRIPTION Human Resources recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, and enforces personnel policies. MISSION Provide effective personnel services through the development, implementation, and equitable administration of policies and procedures; recruit qualified personnel; maintain a well-trained work force; and foster productivity, innovation, and a climate of success in the workplace. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Implement and Enhance Performance Excellence Program Positions with Redesigned Performance Evaluation n/a n/a 0% 0% 100% n/a Process Improvement Teams Created and Trained n/a n/a 3 0 6 n/a Attract and Retain a High-Quality Workforce Career Development and Training Classes Held n/a n/a 38 6 25 10 Employees Recognized n/a 27 14 46 24 24 Managers Recognized n/a 11 1 6 12 12 Turnover Rate: Public Safety Personnel n/a n/a 5% annual measure 20% 20% Turnover Rate: Non-Public Safety Personnel n/a n/a 41% annual measure 12% 12%
Redesign the performance evaluation for all positions and create a raters guide and training program.
Revise the compensation and classification plan.
Develop and introduce employee handbook to all employees.
Improve employee recognition program.
Reduce turnover for both public safety and non-public safety personnel.
Provide additional training options for employees. FUTURE GOALS (FY16 & FY17)
Offer avenues of career development and training to promote a high-quality workforce and environment of continual improvement. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Developed and implemented new employee orientation for all new hires.
Implemented discrimination training program.
Wellness fair.
Pay and Classification study.
Customer service training. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 65  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: - - - - Number of Funded Employees (FTE's) - 15,804 - - - 519-1200 Regular Salaries - 0.00% 1,480 - - - 519-2100 FICA Taxes - 0.00% 346 - - - 519-2101 Medicare - 0.00% 3,507 - - - 519-2200 Retirement Contributions - 0.00% 1,925 - - - 519-2300 Dental, Life & Health Insurance - 0.00% 30 - - - 519-2400 Worker's Compensation - 0.00% $ 23,092 $ - $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: 356 1,821 1,700 1,800 519-4000 Travel and Per Diem 1,800 0.00% 249 - - - 519-4100 Communication Services - 0.00% 348,808 381,007 448,376 516,265 519-4500 Insurance 540,579 4.71% 46,631 88,366 78,065 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% - - 75 - 519-5500 Training 75 0.00% $ 396,044 $ 471,194 $ 528,216 $ 568,065 Total Operating Expenditures $ 592,454 4.29% $ 419,136 $ 471,194 $ 528,216 $ 568,065 TOTAL EXPENSES $ 592,454 4.29% $ (419,136) $ (471,194) $ (528,216) $ (568,065) NET REVENUE / (EXPENSE) $ (592,454) 4.29% 0310-Risk Mgmt 9/30/2014 2:08 PM 66 RISK MANAGEMENT Share of City Budget $592,454, 1.6% DESCRIPTION Risk Management is responsible for protecting the City from liability through risk retention and transfer, claims handling, and safety programs. The City's safety program aims to reduce illness and injury to employees and citizens. MISSION Continuously develop, manage and improve insurance and safety/occupational services to provide quality, cost effective support to our customers and to protect the City's financial well being. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Reduce Workers Compensation Expense Workers Compensation Accidents 65 45 47 23 45 45 Workers Compensation Accidents with Injuries 41 17 30 17 15 15 Workers Compensation Lost Work Days 45 3 33 67 30 30 Workers Compensation Open Claims 15 4 51 42 5 5 Workers Compensation Experience Modification 1.13 1.21 0.87 annual measure 0.87 0.87 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents 8 4 7 7 5 5 Provide a Safe Workplace Safety Training Classes Held n/a 52 8 39 52 52
Reduce workers compensation accident frequency, accidents with injuries, and lost work hours through improved safety training.
Reduce at-fault employee vehicle and equipment incidents through improved safety program.
Offer avenues of safety training to promote a safe workplace and environment of continual improvement. FUTURE GOALS (FY16 & FY17)
Reduce workers compensation experience modification factor by 10 points.
Develop on-line safety training programs for employees.
Implement safety recognition programs.
Enhance wellness program and development wellness incentives. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Conducted first aid and CPR training and certification for all departments.
Provided drug-free workplace training for all supervisors. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 67  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 625 1,088 3,338 750 341-9300 Photo Copies/Certifying 500 -33.33% 78 93 306 50 369-1500 City Clerk Store 50 0.00% $ 704 $ 1,181 $ 3,645 $ 800 TOTAL REVENUES $ 550 -31.25% Personal Services: 2.50 2.50 2.50 2.50 Number of Funded Employees (FTE's) 2.50 75,471 75,495 70,818 73,257 512-1100 Executive Salaries 73,392 0.18% 32,882 27,787 32,924 34,105 512-1200 Regular Salaries 35,118 2.97% - - 477 212 512-1201 Service Awards - -100.00% - 1,265 2,365 - 512-1202 Incentive/Merit Pay - 0.00% 583 8,645 8,579 9,482 512-1300 Part-Time Wages 11,161 17.71% - 13 10 250 512-1400 Salaries - Overtime 250 0.00% 1,205 1,200 1,206 1,204 512-1503 Auto Allowance 1,204 -0.04% 6,924 7,115 7,238 7,326 512-2100 FICA Taxes 7,496 2.32% 1,619 1,664 1,693 1,713 512-2101 Medicare 1,753 2.34% 7,305 8,705 9,478 9,519 512-2200 Retirement Contributions 10,781 13.26% 3,539 3,526 3,514 3,663 512-2204 Retirement Contributions - DC Plan 3,670 0.18% 3,770 3,737 3,815 3,828 512-2210 Deferred Compensation 3,828 0.00% 5,091 9,604 9,765 9,949 512-2300 Dental, Life & Health Insurance 10,303 3.56% 214 224 228 207 512-2400 Worker's Compensation 212 2.39% $ 138,605 $ 148,981 $ 152,110 $ 154,715 Total Personal Services $ 159,168 2.88% Operating Expenditures: 9,615 16,613 18,133 18,134 512-3100 Professional Services 18,134 0.00% 13,723 - - - 512-3400 Other Services - 0.00% 46 52 30 100 512-4000 Travel and Per Diem 100 0.00% 921 935 2,282 905 512-4100 Communication Services 905 0.00% 202 273 252 250 512-4200 Postage 300 20.00% 11,580 11,137 11,137 11,138 512-4400 Rentals & Leases 11,138 0.00% 1,873 - - - 512-4610 Maintenance Contracts - 0.00% 511 - - - 512-4801 Special Events - 0.00% 815 453 1,377 800 512-4912 Recording Fees 800 0.00% 4,662 20,136 8,653 10,000 512-4915 Legal Advertising 10,000 0.00% 1,447 1,704 1,161 1,500 512-5100 Office Supplies 1,500 0.00% - - (74) 265 512-5101 Office Supplies - City Hall Copier 265 0.00% 112 39 85 200 512-5200 Operating Supplies 300 50.00% 35 110 - - 512-5231 Computer Hardware/Software - 0.00% 355 445 455 535 512-5400 Books, Dues & Publications 665 24.30% $ 45,897 $ 51,896 $ 43,491 $ 43,827 Total Operating Expenditures $ 44,107 0.64% Capital Outlay: - 520 1,182 14,000 512-6420 Computer Hardware/Software - -100.00% $ - $ 520 $ 1,182 $ 14,000 Total Capital Outlay $ - -100.00% Debt Service - - - 638 581-9121 Transfer to Debt Service Fund 638 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 638 Total Debt Service $ 638 0.00% $ 184,502 $ 201,398 $ 196,783 $ 213,180 TOTAL EXPENSES $ 203,913 -4.35% $ (183,798) $ (200,217) $ (193,138) $ (212,380) NET REVENUE / (EXPENSE) $ (203,363) -4.25% 0400-City Clerk 9/30/2014 2:09 PM 68 CITY CLERK Share of City Budget $203,913, 0.5% DESCRIPTION The City Clerk is a Charter Officer, appointed by and reporting to, the City Council. The City Clerk performs as part of the Administrative Branch of the City. The Clerk acts as the Custodian of the City Seal, Custodian of Records, and provides administrative support to the Mayor and City Council. MISSION Provide complete, accurate, and professional service to the public and other Municipal departments through the preparation of minutes, processing of record requests, and updating of the Code of Ordinance and Land Development Code. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Continue to properly maintain public records Eligible Records Destroyed on Time 100% 50% 53% 100% 90% 90% Records with retention greater than 5 years available on Laserfiche n/a n/a n/a n/a n/a 90% Records with retention greater than 10 years available on Laserfiche 90% 30% 50% 45% 90% n/a Continue to provide prompt & professional customer service Act as liaison between the public and City departments n/a n/a n/a n/a n/a 95% Public record requests responded to within 2 days 94 89% 90% 90% 95% 95% Answer telephone calls professionally and forward to appropriate department n/a n/a n/a n/a n/a 95% Continue to provide professional administrative support Insure all leases, contracts, agreements, and other documents are up to date & complete n/a n/a n/a n/a n/a 95% Provide minutes of all official Council and Board/Committee meetings n/a n/a n/a n/a n/a 100% Update Code of Ordinance and Land Development Code as directed by Council n/a n/a n/a n/a n/a 100% Encourage Donations for Public Events Fourth of July Fundraising $2,471 $950 n/a n/a n/a n/a
Destroy all records that have met their retention period on October 1.
Laserfiche all records with a retention period greater than 5 years.
Rename Laserfiche files to enable easier user access to information.
Respond to 95% of public record requests within 2 days (some may require longer research period). FUTURE GOALS (FY16 & FY17)
Review files in Laserfiche for retention and destruction dates and remove files accordingly.
Continue to rename Laserfiche documents to enable easier user access to information.
Continue to purge/update Contracts/Agreements/MOU’s, etc.
Continue oversight of lease insurance to ensure it is up-to-date. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Council/Board/Committee minutes completed and posted to web site within 2 working days.
Achieved 95% compliance for proof of insurance on current leases. (ongoing project)
Achieved web base archive through an upgrade to Laserfiche which enables the research of information held in the Clerk’s files by the public and other City departments.
Uploaded Agendas & City Council minutes to the City web page for access and viewing by citizens and other City Departments. (ongoing)
Purged Contracts, Agreements, Leases, and MOU files to ensure files are current; archive expired/inactive files. (ongoing) PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 69  001 GENERAL FUND - 0500 FINANCE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 7.00 7.00 7.00 7.00 Number of Funded Employees (FTE's) 6.00 90,290 90,473 86,486 88,718 513-1100 Executive Salaries 89,588 0.98% 227,100 243,123 248,845 252,488 513-1200 Regular Salaries 212,701 -15.76% - - 106 - 513-1201 Service Awards - 0.00% - 3,256 6,591 - 513-1202 Incentive/Merit Pay - 0.00% - - 116 50 513-1400 Overtime - -100.00% 18,947 19,374 19,577 19,437 513-2100 FICA Taxes 17,064 -12.21% 4,431 4,531 4,579 4,546 513-2101 Medicare 3,991 -12.20% 69,773 79,936 85,396 85,822 513-2200 Retirement Contributions 77,030 -10.24% 2,008 2,848 2,629 2,702 513-2204 Retirement Contributions - DC Plan 4,589 69.84% 37,601 50,585 52,143 51,754 513-2300 Dental, Life & Health Insurance 55,666 7.56% 619 649 661 587 513-2400 Worker's Compensation 521 -11.22% $ 457,959 $ 494,775 $ 507,128 $ 506,104 Total Personal Services $ 461,150 -8.88% Operating Expenditures: 1,047 34,553 46,125 69,413 513-3100 Professional Services 81,832 17.89% 61,984 51,984 51,984 51,984 513-3200 Annual Audit Services 51,984 0.00% 1,009 88 - - 513-3400 Other Services - 0.00% 3,185 1,386 3,321 3,261 513-4000 Travel and Per Diem 4,261 30.67% 2,241 2,615 5,781 1,471 513-4100 Communication Services 1,471 0.00% 5,564 5,497 1,141 5,500 513-4200 Postage 4,500 -18.18% 780 780 546 546 513-4400 Rentals & Leases 546 0.00% 27,022 675 675 675 513-4610 Maintenance Contracts 725 7.41% 1,836 2,546 466 1,100 513-4700 Printing and Binding 900 -18.18% 12 4 1 25 513-4903 Sales Tax Expense/Penalty 25 0.00% 4,322 3,959 4,296 3,790 513-5100 Office Supplies 4,175 10.16% 2,081 2,954 2,335 2,460 513-5200 Operating Supplies 3,659 48.74% 4,884 - - - 513-5210 Uniform Expense 600 100.00% 300 1,048 289 - 513-5231 Computer Hardware/Software - 0.00% 1,546 1,295 1,993 1,830 513-5400 Books, Dues & Publications 1,860 1.64% 1,299 1,580 2,804 2,625 513-5500 Training 3,125 19.05% - (3,513) - - 516-9905 Capitalized Costs Allocation - Labor - 0.00% $ 120,426 $ 107,450 $ 121,757 $ 144,680 Total Operating Expenditures $ 159,663 10.36% Capital Outlay: - 630 1,104 - 513-6420 Computer Hardware/Software - 0.00% - 4,995 - - 513-6821 Software - 0.00% $ - $ 5,625 $ 1,104 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: - - 15,660 - Prior Years Capital Improvement Program - 0.00% $ - $ - $ 15,660 $ - Total Capital Outlay $ - 0.00% Debt Service - - - 1,485 581-9121 Transfer to Debt Service Fund 1,485 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 1,485 Total Debt Service $ 1,485 0.00% $ 578,386 $ 607,850 $ 645,649 $ 652,269 TOTAL EXPENSES $ 622,298 -4.59% $ (578,386) $ (607,850) $ (645,649) $ (652,269) NET REVENUE / (EXPENSE) $ (622,298) -4.59% 0500-Finance 9/30/2014 2:09 PM 70 FINANCE Share of City Budget $610,410, 1.6% DESCRIPTION Finance's primary function is to maintain maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; developing policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of purchasing and customer service. MISSION Provide professional support in financial administration, uphold the public's trust and reliance on financial reports, and maintain the City's sound financial position and stability while offering quality services efficiently and responsively. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 89% 58% 33% 25% 92% 92% Findings From External Auditors 0 0 0 annual measure 0 0 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 83% 86% 77% annual measure 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting


annual measure


Prepare 92% of monthly financial reports within 20 days of the end of the month to provide timely financial information.
Achieve growth beyond the rate of inflation for invested surplus funds.
Increase the number of grants awarded to the City through grant-writing training and new avenues of grant opportunities. FUTURE GOALS (FY16 & FY17)
Automate reporting process by converting monthly financial and budget reports to Q-Rep software.
Review and update all finance policies and procedures to ensure accuracy, completeness, and functionality.
Provide internal training opportunities for city staff to enable effective use of the available information within the City's computerized accounting system.
Create City centric communications report. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting in spite of transition period with limited staffing. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 71  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.50 2.50 2.50 2.75 Number of Funded Employees (FTE's) 2.75 80,988 78,460 78,993 83,778 513-1200 Regular Salaries 86,986 3.83% - - 106 - 513-1201 Service Awards - 0.00% - 1,068 1,669 - 513-1202 Incentive/Merit Pay - 0.00% 13,651 13,243 13,164 20,251 513-1300 Part-Time Wages 22,508 11.15% - - 4 - 513-1400 Overtime - 0.00% 5,707 5,547 5,616 6,225 513-2100 FICA Taxes 6,560 5.39% 1,335 1,297 1,314 1,456 513-2101 Medicare 1,534 5.38% 15,696 14,229 15,237 15,419 513-2200 Retirement Contributions 17,886 16.00% 890 1,827 1,809 2,140 513-2204 Retirement Contributions - DC Plan 2,155 0.68% 8,943 8,961 9,109 9,250 513-2300 Dental, Life & Health Insurance 9,595 3.73% 178 176 179 177 513-2400 Worker's Compensation 186 5.16% $ 127,389 $ 124,809 $ 127,201 $ 138,696 Total Personal Services $ 147,410 6.28% Operating Expenditures: - 7,179 7,388 7,614 513-3100 Professional Services 7,766 2.00% 68 - 89 200 513-4000 Travel and Per Diem 200 0.00% 1,392 1,197 2,123 749 513-4100 Communication Services 749 0.00% 61 129 110 45 513-4200 Postage 45 0.00% 66 - - - 513-4300 Utilities - 0.00% 777 - - - 513-4400 Rentals & Leases - 0.00% 7,086 - - - 513-4610 Maintenance Contracts - 0.00% 23 - - - 513-4640 Building Maintenance - 0.00% 62 - 16 115 513-4700 Printing & Binding 115 0.00% 2,791 - - - 513-4915 Legal Advertising - 0.00% 306 - - - 513-5200 Operating Supplies - 0.00% 37 - - - 513-5204 Fuel & Oil - 0.00% - - - - 513-5210 Uniform Expense 300 100.00% - 165 - - 513-5231 Computer Hardware/Software - 0.00% 70 85 85 155 513-5400 Books, Dues & Publications 380 145.16% - - - 750 513-5500 Training 525 100.00% $ 12,739 $ 8,754 $ 9,810 $ 9,628 Total Operating Expenditures $ 10,080 4.69% Capital Outlay: - 520 552 - 513-6420 Computer Hardware/Software - 0.00% $ - $ 520 $ 552 $ - Total Capital Outlay $ - 0.00% Debt Service - - - 638 581-9121 Transfer to Debt Service Fund 638 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 638 Total Debt Service $ 638 0.00% $ 140,128 $ 134,084 $ 137,563 $ 148,962 TOTAL EXPENSES $ 158,128 6.15% $ (140,128) $ (134,084) $ (137,563) $ (148,962) NET REVENUE / (EXPENSE) $ (158,128) 6.15% 0530-Purchasing 9/30/2014 2:09 PM 72 PURCHASING Share of City Budget $158,128, DESCRIPTION 0.4% Purchasing is responsible for the acquisition of supplies, materials, equipment, and other commodities needed for operations,as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Procure Products As Efficiently As Possible Purchases Made By Purchase Order 84% 82% 76% 75% 85% n/a Purchases Made By Direct Payment 14% 15% 21% 25% 10% n/a Purchases Made By Credit Card 3% 3% 3% n/a 5% n/a Time Between Requisition Approval And Purchase Order Creation (In Days) n/a n/a n/a n/a n/a 3
Develop quarterly program to provide written review and rating to vendors concerning their performance. FUTURE GOALS (FY16 & FY17)
Develop and implement procurement tracking for item order frequency. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Implemented a program track vendor performance for on time delivery rating.
Implemented a monthly review program to communicate and monitor status of monthly purchase orders. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 73  001 GENERAL FUND - 0800 POLICE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 161,435 168,042 170,885 168,042 312-5200 Insurance Premium Tax - Police Pension 170,885 1.69% 631 517 1,293 525 329-4000 Taxi Permit/Bicycle Registration 800 52.38% - 171 3,464 7,125 342-1000 Law Enforcement Services 6,800 -4.56% 69 227 - - 342-1020 Witness Fees - 0.00% 1,685 1,476 - - 342-1200 Fingerprinting - 0.00% - - 220 - 342-1300 Police Special Events 1,876 100.00% 325 275 - - 342-1400 Wrecker Inspection - 0.00% 5,572 7,337 - - 342-1700 Record Checks - 0.00% 1,593 1,691 1,390 1,575 342-1800 Photo Copies 1,500 -4.76% 105 - - - 342-1900 Restitution - 0.00% 50,147 47,059 46,449 50,000 351-5000 Traffic Fines 39,000 -22.00% 27,659 25,537 26,365 25,000 351-5030 Traffic Fines - Law Enforcement Automation 13,000 -48.00% (71) 6,245 4,735 2,500 354-1100 Parking Citations 3,600 44.00% 2,825 2,025 1,050 1,000 354-1200 False Alarm Fines 1,900 90.00% 363,094 1,327 4,893 - 366-1000 Contributions/Donations - 0.00% - - 320 - 366-1011 Contributions/Donations-Coin/Pin - 0.00% - - 1,054 - 366-1071 Contributions/Donations-Citizens Police Academy - 0.00% - - 2,088 - 366-3010 Designated Donations - 0.00% 52 28 - 20 369-1710 Police Patches 20 0.00% 3,176 2,550 2,100 - Grant Revenue - 0.00% $ 618,297 $ 264,507 $ 266,305 $ 255,787 TOTAL REVENUES $ 239,381 -6.41% Personal Services: 65.99 65.99 54.99 55.99 Number of Funded Employees (FTE's) 56.38 102,029 102,352 96,674 101,901 521-1100 Executive Salaries 102,900 0.98% 2,303,214 2,311,753 1,982,905 2,005,568 521-1200 Regular Salaries 2,026,602 1.05% - - 1,537 795 521-1201 Service Awards - -100.00% - 12,069 64,250 - 521-1202 Incentive/Merit Pay - 0.00% - - (7,672) - 521-1211 Police Pension Wages - 0.00% 132,017 128,242 134,826 136,239 521-1300 Part-Time Wages 130,978 -3.86% 50,228 68,586 58,963 60,270 521-1400 Salaries - Overtime 86,395 43.35% 58,100 60,044 58,656 58,120 521-1401 Salaries - Overtime Holiday Worked 69,015 18.75% 75,258 73,532 56,134 55,846 521-1501 Incentive Pay 52,183 -6.56% 4,428 5,447 3,085 3,600 521-1507 Clothing Allowance 3,000 -16.67% 158,826 164,876 142,415 141,754 521-2100 FICA Taxes 142,687 0.66% 37,145 38,559 33,334 33,154 521-2101 Medicare 32,314 -2.53% 99,592 118,353 126,932 122,790 521-2200 Retirement Contributions - General Employees 140,970 14.81% 539,256 668,596 665,005 735,091 521-2201 Retirement Contributions - Police Officers 557,450 -24.17% 161,435 168,042 170,885 168,042 521-2203 Insurance Premium Tax - Police Pension 170,885 1.69% 6,180 6,924 377 3,371 521-2204 Retirement Contributions - DC Plan 3,521 4.44% 339,878 374,650 346,938 368,143 521-2300 Dental, Life & Health Insurance 378,732 2.88% 53,658 60,923 53,392 53,277 521-2400 Worker's Compensation 52,212 -2.00% - - (45,484) (47,884) 521-1298 Salary Allocation Reimb from CRA Fund (42,945) -10.31% - - - - Pay and Class Updates 61,165 100.00% $ 4,121,242 $ 4,362,948 $ 3,943,154 $ 4,000,077 Total Personal Services $ 3,968,064 -0.80% Operating Expenditures: 1,733 91,077 108,683 95,390 521-3100 Professional Services 87,861 -7.89% 1,425 750 1,300 1,500 521-3101 Legal 1,500 0.00% 228 - - 250 521-3102 Employee Physicals & Immunizations 250 0.00% 16,000 - - - 521-3400 Other Services - 0.00% 938 2,728 642 1,000 521-3510 Information & Evidence 1,000 100.00% 1,807 - 11 - 521-4000 Travel and Per Diem - 0.00% 38,153 37,253 42,756 26,977 521-4100 Communication Services 24,147 -10.49% 1,624 1,050 1,385 1,050 521-4200 Postage 1,050 0.00% 0800-Police 9/30/2014 2:10 PM 74  001 GENERAL FUND - 0800 POLICE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 44,994 47,274 38,425 49,640 521-4300 Utilities 43,926 -11.51% 9,062 8,284 8,284 8,285 521-4400 Rentals & Leases 8,285 0.00% 123,714 36,888 32,537 25,397 521-4610 Maintenance Contracts 25,397 0.00% 60,035 56,265 47,969 50,000 521-4620 Vehicle Repair 50,000 0.00% 1,088 1,171 6,032 2,900 521-4630 Equipment Repair 12,080 316.55% 12,036 1,250 8,123 - 521-4640 Building Maintenance - 0.00% - 3,443 31,940 - 521-4645 Heating/Cooling Repairs - 0.00% 6 253 - 450 521-4650 Grounds Maintenance 450 0.00% 1,671 1,327 336 2,990 521-4700 Printing & Binding 2,700 -9.70% 477 801 (222) 1,000 521-4904 Wrecker Expense 1,000 0.00% 5,367 7,566 5,843 6,915 521-5100 Office Supplies 6,915 0.00% 18,874 17,156 19,001 22,000 521-5200 Operating Supplies 23,800 8.18% 141,348 181,631 149,116 190,715 521-5204 Fuel & Oil 150,505 -21.08% 10,349 10,376 10,338 8,150 521-5210 Uniform Expense 13,725 68.40% 8,479 2,489 16,479 4,000 521-5213 Ammunition Expense 4,000 0.00% - 1,066 1,021 - 521-5223 Citizen Police Academy Alumni Donation Spending - 0.00% 538 - 315 - 521-5224 Explorer Post Donation Spending - 0.00% 4,233 - - - 521-5225 K-9 Expenses - 0.00% 550 389 1,849 - 521-5226 Designated Donation Spending - 0.00% 332 4,701 - - 521-5231 Computer Hardware/Software - 0.00% - 2,045 434 2,750 521-5233 Tools 2,750 0.00% - - - 3,230 521-5234 Safety Supplies/Equipment - -100.00% 6,183 5,173 6,826 5,833 521-5400 Books, Dues & Publications 5,833 0.00% 1,185 - 375 - 521-5500 Training - 0.00% (1,746) - - - 521-9905 Capitalized Costs Allocation - Labor - 0.00% (855) - - - 521-9906 Capitalized Costs Allocation - Benefits - 0.00% 3,261 4,956 3,837 - Grant-Related Expenses - 0.00% $ 513,090 $ 527,362 $ 543,634 $ 510,422 Total Operating Expenditures $ 467,174 -8.47% Capital Outlay: - 2,601 1,180 - 521-6401 Office Furniture & Fixtures - 0.00% - - 4,407 - 521-6402 Equipment - 0.00% 99,934 110,664 - 264,000 521-6403 Passenger Vehicles 170,000 -35.61% 1,420 909 25,139 - 521-6405 Communication Equipment - 0.00% 51,401 3,116 2,534 - 521-6406 Specialized Equipment - 0.00% 15,399 16,919 630 - 521-6420 Computer Hardware/Software - 0.00% 404,058 2,589 - - 521-6821 Software - 0.00% $ 572,212 $ 136,799 $ 33,890 $ 264,000 Total Capital Outlay $ 170,000 -35.61% Debt Service 174,992 174,379 87,966 150,699 581-9121 Transfer to Debt Service Fund 152,121 0.94% 2013 Revenue Note -Municipal Facilities- yr 1 of 18 Phone System Lease - year 2 of 6 $ 174,992 $ 174,379 $ 87,966 $ 150,699 Total Debt Service $ 152,121 0.94% $ 5,381,535 $ 5,201,487 $ 4,608,644 $ 4,925,198 TOTAL EXPENSES $ 4,757,359 -3.41% $ (4,763,238) $ (4,936,980) $ (4,342,340) $ (4,669,411) NET REVENUE / (EXPENSE) $ (4,517,978) -3.24% 0800-Police 9/30/2014 2:10 PM 75 POLICE Share of City Budget $4,757,359, 11.3% DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and enhance community based crime prevention efforts. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 2.36 2.28 2.13 annual measure 2.25 2.25 Top Priority Calls per Sworn Officer 107 42 178 109 150 150 Medium Priority Calls per Sworn Officer n/a n/a 405 281 325 375 Low Priority Calls per Sworn Officer n/a n/a 562 362 350 400 Response Time: Top Priority Calls (min:sec, call received to on-scene) 2:22 1:05 1:16 1:27 1:10 2:25 Response Time: Medium Priority Calls (min:sec, call received to on-scene) n/a n/a 2:37 2:43 2:50 3:50 Response Time: Low Priority Calls (min:sec, call received to on-scene) n/a n/a 4:45 4:47 5:00 5:50 Protect Life and Property Apprehension Rate - Order Maintenance Offenses n/a 90% 81% 90% 60% 70% RUOK Applications Accepted n/a 100% 100% 100% 100% 100% RUOK Subscribers Checked On within One Hour if No Response n/a 100% 100% 100% 100% 100% Security House Check Applications Completed n/a 100% 100% 100% 100% 100% Promote Community Involvement Citizens Police Academy Participants 0 21 25 14 20 18
Achieve average response times (call received to officer on-scene) of under 2½ minutes for top priority calls, under 4 minutes for medium priority calls, and under 6 minutes for low priority calls.
Accept all RUOK subscribers and respond within one hour to check on any RUOK subscriber who fails to acknowledge the verification call.
Conduct house checks for all subscribing citizens.
Conduct a Citizen's Police Academy with at least 18 participants.
Develop and publish an Annual Police Report, including both crime statistics and trends, as well as departmental activities. FUTURE GOALS (FY16 & FY17)
Enroll all qualified citizens in RUOK Program.
Conduct one Basic Citizens Police Academy annually with 20 participants.
Conduct one Advanced Citizens Police Academy annually with 10 participants. PRIOR YEAR ACCOMPLISHMENTS (FY14)
A multi-state copper theft ring was identified and some of those involved were arrested. The ring was involved in a vehicle theft from one FWB business and the theft of approximately $30,000 of copper from another. Law enforcement officers from Northwest Florida, Alabama, and Georgia participated in the investigation.
A series of commercial burglaries occurred, in the downtown area, over one week-end. Investigators identified and arrested the perpetrators within two days after the burglaries were reported. The following week-end, two more commercial burglaries occurred, in another area of the city. Again within two days, the perpetrators were identified and arrested - one of whom was the same person as arrested the week before.
FWBPD underwent a significant organization restructure and deployment change, following a one million dollar budget reduction (nearly 20%) and a further personnel reduction of 15%, which followed four previous years of substantial reduction (cumulatively in excess of 20%). Despite these reductions, rapid response to calls for service and professional investigative services continue to be maintained.
Three officers were recognized and presented awards for leading in the number of DUI arrests made during the previous calendar year. The top three FWBPD officers had a combined 60 DUI arrests in calendar year 2013. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 76  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 77  001 GENERAL FUND - 0900 FIRE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 164,291 193,034 204,226 114,834 312-5100 Insurance Premium Tax - Fire Pension 125,627 9.40% 3,839 2,495 12,793 3,000 329-2010 Fire Safety Plan Review 6,300 110.00% 5,556 5,270 6,120 5,500 335-2100 Fire Supplemental Compensation 5,600 1.82% 2,700 1,553 225 1,500 342-2200 Safety Permits & Licenses 1,500 0.00% 1,500 1,500 250 - 342-2300 Fire Prevention Programs 250 0.00% 22,644 20,479 12,350 20,000 342-2700 Annual Safety Inspection Fees 18,500 -7.50% (3,363) - - - 342-2500 Fire Protection Cost Recovery - 0.00% 650 950 - 500 354-1200 False Alarm Fines 500 0.00% - - 4,500 - 366-1060 Contributions/Donations - 0.00% 147,561 19,917 8,575 - Grant Revenue - 0.00% $ 345,378 $ 245,198 $ 249,038 $ 145,334 TOTAL REVENUES $ 158,277 8.91% Personal Services: 37.00 37.00 37.00 37.00 Number of Funded Employees (FTE's) 38.00 90,851 89,344 90,389 92,723 522-1100 Executive Salaries 95,192 2.66% 1,572,407 1,488,779 1,496,412 1,569,832 522-1200 Regular Salaries 1,697,347 8.12% - - 689 318 522-1201 Service Awards - -100.00% - 21,162 33,058 - 522-1202 Incentive/Merit Pay - 0.00% 9,041 - - - 522-1300 Part-Time Wages - 0.00% 197,050 204,604 231,686 214,413 522-1400 Salaries - Overtime 211,494 -1.36% 57,501 57,967 56,339 57,636 522-1401 Salaries - Overtime Holiday Supplement 65,073 12.90% 13,713 14,440 14,798 8,836 522-1501 Incentive Pay 10,941 23.83% 90,639 87,862 86,074 78,464 522-1506 Paramedic Pay - -100.00% 44,282 44,086 42,846 38,024 522-1507 EMT Pay - -100.00% 8,437 10,966 12,000 12,072 522-1508 Battalion Chief Pay 12,072 0.00% 123,955 118,795 121,507 123,459 522-2100 FICA Taxes 121,753 -1.38% 28,990 27,782 28,416 28,873 522-2101 Medicare 27,924 -3.29% 6,302 8,480 9,174 9,272 522-2200 Retirement Contributions - General Employees 10,227 10.30% 594,672 590,071 703,618 715,439 522-2202 Retirement Contributions - Firefighters 672,369 -6.02% 164,291 193,034 204,226 114,834 522-2203 Insurance Premium Tax - Fire Pension 125,627 9.40% 227,223 246,227 257,032 261,192 522-2300 Dental, Life & Health Insurance 303,883 16.34% 53,944 63,767 72,165 72,350 522-2400 Worker's Compensation 72,074 -0.38% $ 3,283,297 $ 3,267,364 $ 3,460,429 $ 3,397,737 Total Personal Services $ 3,425,976 0.83% Operating Expenditures: 41,468 16,083 27,749 13,036 522-3100 Professional Services 16,056 23.17% 3,618 6,077 3,768 6,300 522-3102 Employee Physicals & Immunizations 12,600 100.00% 6,551 5,094 4,798 4,798 522-3400 Other Services 4,798 0.00% 387 1,299 1,794 2,700 522-4000 Travel and Per Diem 1,500 -44.44% 6,954 9,996 14,039 9,708 522-4100 Communication Services 11,628 19.78% 85 317 571 510 522-4200 Postage 510 0.00% 44,361 42,080 37,158 44,185 522-4300 Utilities 42,866 -2.99% 2,637 2,628 2,628 2,629 522-4400 Rentals & Leases 2,629 0.00% 12,214 3,498 14,677 12,895 522-4610 Maintenance Contracts 13,793 6.96% 26,277 29,064 35,420 30,000 522-4620 Vehicle Repair 30,000 0.00% 4,887 8,117 11,378 8,000 522-4630 Equipment Repair 8,000 0.00% 8,472 2,040 2,910 2,100 522-4640 Building Maintenance 2,000 -4.76% - 478 5,007 - 522-4645 Heating/Cooling Repairs - 0.00% 623 236 219 800 522-4650 Grounds Maintenance 800 0.00% 992 902 1,153 800 522-4700 Printing & Binding 800 0.00% 1,020 756 994 1,000 522-5100 Office Supplies 1,000 0.00% 7,687 19,245 33,573 31,200 522-5200 Operating Supplies 31,800 1.92% 30,157 25,679 21,803 26,965 522-5204 Fuel & Oil 28,352 5.14% 7,728 8,335 14,153 9,000 522-5210 Uniform Expense 12,060 34.00% 463 451 1,190 700 522-5216 Medical Supplies 700 0.00% 0900-Fire 9/30/2014 2:10 PM 78  001 GENERAL FUND - 0900 FIRE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change - 1,972 - - 522-5231 Computer Hardware/Software - 0.00% - - 28 - 522-5234 Safety Supplies/Equipment - 0.00% 482 206 376 1,900 522-5400 Books, Dues & Publications 1,900 0.00% 1,356 736 6,317 4,700 522-5500 Training 5,595 19.04% - - 147 - 522-5501 Tuition Reimbursement - 0.00% 199,534 19,917 11,742 - Grant-Related Expenses - 0.00% $ 407,954 $ 205,207 $ 253,592 $ 213,926 Total Operating Expenditures $ 229,386 7.23% Capital Outlay: - 54,923 - - 522-6214 Building Improvements - 0.00% 12,000 1,620 - 15,600 522-6402 Equipment 13,000 100.00% - 695,971 - - 522-6404 Trucks - 100.00% - - 1,679 - 522-6407 Fire Equipment - 0.00% - 520 1,734 - 522-6420 Computer Hardware/Software 1,100 100.00% $ 12,000 $ 753,035 $ 3,413 $ 15,600 Total Capital Outlay $ 14,100 -9.62% Capital Improvements Program: 47,637 24,477 - - 522-6997 5342 - Fire Station 7 Renovations - 0.00% $ 47,637 $ 24,477 $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 189,387 210,771 148,153 251,593 581-9121 Transfer to Debt Service Fund 228,515 -9.17% 2011 Cap Imp Rev Note -Ladder Truck- yr 4 of 10 2013 Revenue Note -Municipal Facilities- yr 2 of 18 Phone System Lease - year 2 of 6 2015 Bank Loan -Fire Pumper- yr 1 of 10 $ 189,387 $ 210,771 $ 148,153 $ 251,593 Total Debt Service $ 228,515 -9.17% $ 3,940,274 $ 4,460,854 $ 3,865,586 $ 3,878,856 TOTAL EXPENSES $ 3,897,977 0.49% $ (3,594,896) $ (4,215,656) $ (3,616,548) $ (3,733,522) NET REVENUE / (EXPENSE) $ (3,739,700) 0.17% 0900-Fire 9/30/2014 2:10 PM 79 FIRE Share of City Budget $3,897,078, 9.5% DESCRIPTION Fire Department functions include fire protection, regulation, prevention, and inspection; emergency medical services, vehicle extrication; surface water rescue; and hazardous materials. The department coordinates the City's emergency management and conducts public education efforts to prepare citizens to learn ways to better protect themselves from the ravages of fire and disaster. A Citizens Emergency Response Team (CERT) Program is conducted to educate citizens about safety and how to assist the community in the aftermath of a disaster. MISSION Ensure that fire prevention and suppression is paramount; advance life support service provides the best treatment available; the City is prepared to address major emergencies and disasters. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) n/a n/a 60% 56% 80% >79% Fire Code Review of Construction Plans Completed within 5 Business Days n/a n/a 94% 98% 80% >90% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin n/a n/a 52% 75% 75% >74% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm n/a n/a 15% 27% 20% >19% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents n/a n/a 0.60 0.01 0.40 <0.4 Property Damage and Equipment Loss $2,500 $900 $1,600 $1,800 $2,000 <$2000 Promote Community Involvement Events, Programs, Outreach Initiatives 10 51 47 42 40 >40
Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 80% of the time.
Complete Fire Code review of construction plans within 5 business days of submission at least 80% of the time.
Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 15% of the time.
Decrease the number of on-the-job injuries through implementation of a comprehensive department Safety Program and implementation of appropriate safety rules, regulations, and guidelines.
Conduct or attend at least 40 community and public relations events. FUTURE GOALS (FY16 & FY17)
Receive and place the department's new fire engine in service.
Update department training program to accommodate changes to ISO requirements.
Establish new one-year probationary training program for new hires and promoted fire department employees.
Update employee annual evaluation criteria and process. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Implemented new mobile response software that provides essential response data through in-vehicle computer tablets.
Completely updated all fire department Standard Operating Guidelines.
Apparatus Committee successfully researched and prepared specifications for a new fire engine. The engine and equipment were ordered.
The fire department held its first annual Open House during Fire Prevention Week, which provided a multitude of educational and fun
Successfully responded to over 3,800 calls for assistance. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 80  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 81  001 GENERAL FUND - 1000 RECREATION Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 154,355 160,398 126,673 165,000 347-2000 Program Revenue 147,000 -10.91% 23,226 18,092 20,237 29,605 347-2011 Program Revenue - Not City Staff Provided 29,605 0.00% 23,159 20,800 25,630 26,750 347-2100 Sponsorship Revenue 26,750 0.00% 22,819 24,168 26,503 22,000 347-2200 Rentals - Auditorium, Rec Centers, etc 16,800 -23.64% 348 474 534 250 347-2400 Non Cash/Check Payment - -100.00% 1,822 1,390 1,155 1,700 347-4030 Holiday Parade Entry Fee 1,456 -14.35% 1,715 606 1,021 - 366-1000 Contributions/Donations - 0.00% $ 251,137 $ 250,312 $ 224,238 $ 269,805 TOTAL REVENUES $ 245,761 -8.91% Personal Services: 13.81 13.67 13.42 12.32 Number of Funded Employees (FTE's) 12.64 86,802 86,859 87,178 89,428 572-1100 Executive Salaries 90,305 0.98% 207,690 194,488 179,085 180,657 572-1200 Regular Salaries 271,436 50.25% - - - 371 572-1201 Service Awards - -100.00% 9,100 12,849 - 572-1202 Incentive/Merit Pay - 0.00% 134,545 130,647 124,257 139,320 572-1300 Part-Time Wages 86,719 -37.76% 458 191 353 500 572-1400 Salaries - Overtime 500 0.00% 25,896 26,068 24,037 24,167 572-2100 FICA Taxes 26,318 8.90% 6,061 6,096 5,622 5,652 572-2101 Medicare 5,961 5.47% 51,561 55,379 43,549 43,689 572-2200 Retirement Contributions 59,518 36.23% 4,010 4,730 7,660 7,814 572-2204 Retirement Contributions - DC Plan 10,755 37.64% 30,254 33,695 36,561 40,083 572-2300 Dental, Life & Health Insurance 59,379 48.14% 10,326 10,526 10,865 11,268 572-2400 Worker's Compensation 12,264 8.84% - - - (10,235) 572-1299 Rec Consolidation Savings - -100.00% $ 557,604 $ 557,780 $ 532,014 $ 532,714 Total Personal Services $ 623,155 16.98% Operating Expenditures: 19,000 11,594 3,833 4,400 572-3100 Professional Services 4,400 0.00% 41,938 42,271 44,317 66,250 572-3400 Other Services 89,240 34.70% - - 41,612 43,100 572-3407 Program Instruction 43,100 0.00% - 611 503 2,645 572-4000 Travel and per Diem 2,645 0.00% 5,436 5,531 6,452 4,191 572-4100 Communication Services 4,191 0.00% 230 176 311 265 572-4200 Postage 265 0.00% 150,340 137,279 114,846 92,809 572-4300 Utilities 127,683 37.58% 4,332 5,786 5,126 5,063 572-4400 Rentals & Leases 19,437 283.90% 2,725 2,156 2,962 2,600 572-4610 Maintenance Contracts 3,685 41.73% 414 292 472 350 572-4620 Vehicle Repair 350 0.00% 390 - 48 400 572-4630 Equipment Repair 400 0.00% 17,468 3,538 9,900 - 572-4640 Building Maintenance - 0.00% - 3,490 2,963 - 572-4645 Heating/Cooling Repairs - 0.00% 205 895 307 4,500 572-4650 Grounds Maintenance 4,500 0.00% 30 351 - 500 572-4700 Printing and Binding 600 20.00% 4,655 2,109 - - 572-4801 Special Events - 0.00% 3,404 2,301 2,403 3,215 572-5100 Office Supplies 4,215 31.10% 2,671 7,024 5,192 10,525 572-5200 Operating Supplies 11,400 8.31% 1,141 2,507 2,801 2,400 572-5204 Fuel & Oil 3,354 39.74% 47,951 55,317 13,886 23,600 572-5207 Program Expense 22,800 -3.39% 21,480 31,440 27,887 26,750 572-5208 Sponsorship Expense 26,750 0.00% - - 53 600 572-5210 Uniform Expense 1,000 100.00% 2,949 500 520 - 572-5224 Donation Spending - 0.00% 516 - - - 572-5230 ACH/Credit Card Fees - 0.00% 227 1,203 - - 572-5231 Computer Hardware/Software - 0.00% 100 195 177 - 572-5233 Tools - 0.00% - - 208 - 572-5234 Safety Supplies/Equipment - 0.00% - - - 225 572-5400 Books, Dues & Publications 225 0.00% 1000-Recreation 9/30/2014 2:11 PM 82  001 GENERAL FUND - 1000 RECREATION Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 45 4,470 475 700 572-5500 Training 700 0.00% $ 327,646 $ 321,033 $ 287,252 $ 295,088 Total Operating Expenditures $ 370,940 25.70% Capital Outlay: 2,555 - - - 572-6402 Equipment 1,500 0.00% 538 - - - 572-6406 Specialized Equipment - 0.00% - - 1,734 - 572-6420 Computer Hardware/Software - 0.00% - 12,115 - - 572-6821 Software - 0.00% $ 3,093 $ 12,115 $ 1,734 $ - Total Capital Outlay $ 1,500 100.00% Capital Improvements Program: 31,258 222,802 813,838 - Prior Years Capital Improvement Program - 0.00% $ 31,258 $ 222,802 $ 813,838 $ - Total Capital Improvements Program $ - 0.00% Debt Service - - - 334,403 581-9121 Transfer to Debt Service Fund 334,403 100.00% 2013A Bank Loan -Recreation Complex- yr 2 of 15 Phone System Lease - year 2 of 6 $ - $ - $ - $ 334,403 Total Debt Service $ 334,403 0.00% $ 919,600 $ 1,113,730 $ 1,634,838 $ 1,162,205 TOTAL EXPENSES $ 1,329,998 14.44% $ (668,464) $ (863,418) $ (1,410,600) $ (892,400) NET REVENUE / (EXPENSE) $ (1,084,237) 21.50% 1000-Recreation 9/30/2014 2:11 PM 83 RECREATION Share of City Budget $1,318,034, DESCRIPTION 3.4% Recreation manages three recreation centers, the Senior Center, Library, Heritage Park and Cultural Center, Parks & ROW Maintenance, the Cemetery, and the FWB Golf Club. Football, baseball, basketball, soccer, and softball leagues are held at the facilities. Recreation centers offer a variety of crafts and exercise classes, after school programs, and summer day camps. Special events are held throughout the year. Tennis Center and BMX are contracted. MISSION Provide recreational and athletic opportunities to adults and youth alike. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 45 182 152 120 200 45 Youth After School Program Capacity 75% 90% 76% 80% 100% 90% Adult & Youth Sports Teams Participants 125 502 204 159 500 165 Adult & Youth Sports Teams with Sponsors 86% 93% 97% 99% 95% 100%
Implement a fee schedule for Memberships, Rentals, and Programs to coincide with the Recreation Complex.
Develop a Master Site Plan and start construction for Phase 2 at the Recreation Complex (Currently the Dirt and Vert park). FUTURE GOALS (FY16 & FY17)
Bring in new programs for Seniors, Youth , and Adults with the new facility. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Painted and re-carpeted the FWB Auditorium.
70% Completion of the new FWB Recreation Complex.
Implemented the Concerts at the Park and the Movies at the Landing. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 84  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 85  001 GENERAL FUND - 1010 PARKS Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 10,933 8,561 8,934 9,000 347-2200 Rentals 9,500 5.56% 2,457 2,250 2,811 2,250 347-2210 Rentals tax-exempt 2,500 11.11% 2,440 1,910 2,060 2,500 347-4010 Spec Evt - Landing, Chester Pruitt 2,100 -16.00% 4,885 4,129 8,912 4,000 347-4020 Spec Evt - tax-exempt - Landing, Chester Pruitt 5,900 47.50% - 6 - - 347-4330 Special Event Misc Charge - 0.00% 9,499 10,897 8,332 10,000 347-5910 Boat Launch Fee 9,500 -5.00% 1,724 3,785 3,753 3,750 362-1000 Rentals & Leases 3,000 -20.00% - 2,217 14,300 - 366-1000 Contributions/Donations - 0.00% - 30,000 - - Grant Revenue - 0.00% $ 31,938 $ 63,755 $ 49,102 $ 31,500 TOTAL REVENUES $ 32,500 3.17% Personal Services: 11.00 11.00 11.00 10.00 Number of Funded Employees (FTE's) 10.00 293,033 301,324 278,293 289,333 572-1200 Salaries 297,355 2.77% - - 53 1,007 572-1201 Service Awards - -100.00% - 5,665 10,130 - 572-1202 Incentive/Merit Pay - 0.00% 2,494 2,212 3,356 4,000 572-1400 Salaries - Overtime 4,000 0.00% 422 323 276 250 572-1401 Salaries - Overtime Holiday Worked 250 0.00% 16,246 17,249 16,914 16,810 572-2100 FICA Taxes 17,148 2.01% 3,799 4,034 3,955 3,931 572-2101 Medicare 3,717 -5.45% 49,534 63,496 63,550 62,493 572-2200 Retirement Contributions 71,179 13.90% 4,677 3,007 2,866 3,271 572-2204 Retirement Contributions - DC Plan 3,275 0.12% 88,896 90,259 62,659 66,662 572-2300 Dental, Life & Health Insurance 73,629 10.45% 7,457 8,986 9,290 9,289 572-2400 Worker's Compensation 9,561 2.93% $ 466,558 $ 496,553 $ 451,342 $ 457,046 Total Personal Services $ 480,113 5.05% Operating Expenditures: - 386 - 600 572-3100 Professional Services - -100.00% - - 1,472 - 572-4000 Travel and Per Diem - 0.00% 1,622 1,820 2,833 2,242 572-4100 Communication Services 2,242 0.00% 72,163 68,464 69,540 73,255 572-4300 Utilities 86,579 18.19% - 2,620 1,386 1,200 572-4400 Rentals & Leases 1,200 0.00% - 18 374 374 572-4610 Maintenance Contracts 374 0.00% 1,475 5,825 3,426 2,300 572-4620 Vehicle Repair 2,300 0.00% 6,032 11,387 7,497 10,800 572-4630 Equipment Repair 12,100 12.04% 9,126 2,390 551 - 572-4640 Building Maintenance - 0.00% - 59 - - 572-4645 Heating/Cooling Repairs - 0.00% 37,755 36,774 33,447 41,775 572-4650 Grounds Maintenance 47,375 13.41% 2,602 5,200 3,978 6,175 572-5200 Operating Supplies 8,650 40.08% 21,360 23,504 24,219 25,050 572-5204 Fuel & Oil 26,805 7.00% 1,399 1,466 1,198 500 572-5210 Uniform Expense 500 0.00% - 55 - - 572-5231 Computer Hardware/Software - 0.00% 348 623 1,774 1,650 572-5233 Tools 2,050 24.24% 227 412 631 1,750 572-5234 Safety Supplies/Equipment 1,750 0.00% 210 110 110 110 572-5400 Books, Dues & Publications 110 0.00% 200 140 495 250 572-5500 Training 250 0.00% $ 154,518 $ 157,634 $ 152,931 $ 168,031 Total Operating Expenditures $ 192,284 14.43% Capital Outlay: - 49,154 - - 572-6214 Building Improvements 7,000 100.00% 35,121 7,549 - - 572-6310 Improvements Other Than Building 148,856 0.00% Fence Repair - Jet Stadium (NEW) Rec Center Phase II - - - - 572-6370 Irrigation Systems - 0.00% 24,718 513 30,060 17,500 572-6402 Equipment 1,600 -90.86% 16,695 16,191 - - 572-6404 Trucks - 0.00% 14,889 - 17,995 - 572-6406 Specialized Equipment - 0.00% - - 1,489 - 572-6420 Computer Hardware/Software - 0.00% $ 91,423 $ 73,407 $ 49,544 $ 17,500 Total Capital Outlay $ 157,456 799.75% Debt Service - - - 200,725 581-9121 Transfer to Debt Service Fund 200,725 0.00% 2013A Bank Loan -Recreation Complex- yr 2 of 15 Phone System Lease - year 2 of 6 $ - $ - $ - $ 200,725 Total Debt Service $ 200,725 0.00% $ 712,500 $ 727,595 $ 653,816 $ 843,302 TOTAL EXPENSES $ 1,030,579 22.21% $ (680,562) $ (663,839) $ (604,714) $ (811,802) NET REVENUE / (EXPENSE) $ (998,079) 22.95% 1010-Parks 10/2/2014 12:21 PM 86 PARKS Share of City Budget $1,030,579, DESCRIPTION 2.7% Parks is responsible for the maintenance and beautification of 23 developed parks, 17 athletic fields, 5 exercise tracks, 21 tennis courts, and 3 boat ramp facilities. MISSION Preserve, protect, maintain, and enhance the City's parkland areas. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 302 649 358 215 385 375 Field Rentals 72 286 270 122 250 200 Controller Monitors Connected to I.Q. Irrigation Central Control System 15% 30% 35% 35% 35% 35%
Replace damaged playground equipment in all parks.
Each year, replace 1-2 playground surfaces to ADA requirements.
Develop a Master Site Plan for the FWB Landing. FUTURE GOALS (FY16 & FY17)
Upgrade Chester Pruitt Athletic Field to add additional play from new Complex.
Replace restrooms at FWB Landing and Ferry Park. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Replaced two playgrounds with ADA material.
Repaired large quantities of fence damage from high wind and rain events.
Repaired old playground equipment at Docie Bass Rec Center. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 87  001 GENERAL FUND - 1015 RIGHT-OF-WAY Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 42,504 42,503 42,503 42,505 344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% 12 11 2 - 366-1000 Contributions/Donations - 0.00% 8,706 15,311 - - Grant Revenue - 0.00% $ 51,222 $ 57,826 $ 42,505 $ 42,505 TOTAL REVENUES $ 42,505 0.00% Personal Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 36,488 36,271 36,445 36,793 541-1200 Salaries 39,650 7.77% - 699 1,098 - 541-1202 Incentive/Merit Pay - 0.00% 19 - - 100 541-1400 Salaries - Overtime - -100.00% 1,970 1,986 2,018 1,946 541-2100 FICA Taxes 2,108 8.33% 461 464 472 455 541-2101 Medicare 493 8.35% 8,083 9,632 10,311 10,269 541-2200 Retirement Contributions 12,173 18.54% 8,760 9,117 9,264 9,416 541-2300 Dental, Life & Health Insurance 9,770 3.76% 2,238 2,355 2,560 2,447 541-2400 Worker's Compensation 2,637 7.77% $ 58,018 $ 60,523 $ 62,169 $ 61,426 Total Personal Services $ 66,832 8.80% Operating Expenditures: - 49 - - 541-3100 Professional Services - 0.00% 49,755 58,004 58,004 58,697 541-3400 Other Services 58,697 0.00% 804 384 791 765 541-4100 Communication Services 765 0.00% 31,945 18,188 22,751 22,655 541-4300 Utilities 24,810 9.51% 2,203 2,449 2,075 1,300 541-4620 Vehicle Repair 1,300 0.00% 3,925 5,970 4,724 4,130 541-4630 Equipment Repair 4,130 0.00% 7,998 5,310 10,237 9,000 541-4650 Grounds Maintenance 7,800 -13.33% 7,339 1,773 1,664 1,600 541-5200 Operating Supplies 1,600 0.00% 11,905 11,581 8,238 12,165 541-5204 Fuel & Oil 7,300 -39.99% 171 128 107 50 541-5210 Uniform Expense 50 0.00% - 55 - - 541-5231 Computer Hardware/Software - 0.00% - 102 780 1,550 541-5233 Tools 2,750 77.42% 78 90 185 175 541-5234 Safety Supplies/Equipment 175 0.00% 25 - - - 541-5400 Books, Dues & Publications - 0.00% 35 - 120 50 541-5500 Training 50 0.00% $ 116,185 $ 101,307 $ 109,676 $ 112,137 Total Operating Expenditures $ 109,426 -2.42% Capital Outlay: 14,845 15,314 - - 541-6355 Landscaping - 0.00% 53 613 21,945 - 541-6402 Equipment - 0.00% - - 552 - 541-6420 Computer Hardware/Software - 0.00% $ 14,898 $ 15,928 $ 22,497 $ - Total Capital Outlay $ - 0.00% $ 189,101 $ 177,757 $ 194,342 $ 173,563 TOTAL EXPENSES $ 176,258 1.55% $ (137,879) $ (119,932) $ (151,837) $ (131,058) NET REVENUE / (EXPENSE) $ (133,753) 2.06% 1015-ROW 9/30/2014 2:11 PM 88 RIGHT-OF-WAY Share of City Budget $176,258, 0.5% DESCRIPTION Right-of-Way landscapes and maintains areas along City roadways and rights-of-way. Activities include mowing, edging, litter control, irrigation, and fertilization. MISSION Maintain and beautify the City’s medians and rights-of-way. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Maintain Tree City Designation Per Capita Spending for Tree City Designation $2.28 $2.02 $1.70 annual measure $2.00 $2.00
Contract Downtown median and trash maintenance to help beautify the area FUTURE GOALS (FY16 & FY17)
Get annual maintenance contract for tree limbs hanging in the road ways to allow for sanitation trucks, busses, and fire trucks to drive freely. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Relandscaped planters in Downtown FWB and obtained volunteers to maintain them.
Renovated the median along Eglin Parkway and Highway Avenue. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 89  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 946,549 745,883 719,205 715,000 347-5000 Greens Fees 669,152 -6.41% 115,263 104,897 90,413 85,000 347-5020 Tournament Fees 51,295 -39.65% - 15,837 41,516 - 347-5099 Complementary Green Fees - 0.00% 123,161 100,283 101,354 96,000 347-5100 Membership Fees 105,000 9.38% 656,803 603,363 588,325 586,500 347-5200 Golf Cart Rental 542,000 -7.59% 1,671 1,638 1,968 1,500 347-5210 Pull Cart Rental 1,800 20.00% - 9,477 24,597 - 347-5299 Complementary Golf Cart Fees - 0.00% 86,902 79,102 77,848 76,000 347-5300 Driving Range 68,000 -10.53% 67,524 68,710 72,849 72,683 347-5400 Rental and Lease Income - Restaurant & Pro Shop 73,020 0.46% 1,905 2,610 2,460 1,800 347-5510 GHIN Handicapping Service 1,800 0.00% 22,335 18,944 13,689 18,000 347-5900 League Play 3,400 -81.11% (264) (6) (141) - 347-5920 Cash Over/(Under) - 0.00% 30,652 25,911 24,600 24,600 362-2010 Rental and Lease Income - Tower 24,600 0.00% $ 2,052,501 $ 1,776,649 $ 1,758,684 $ 1,677,083 TOTAL REVENUES $ 1,540,067 -8.17% Personal Services: 14.26 14.26 14.26 14.26 Number of Employees (FTE's) 13.93 72,069 107,463 92,310 93,211 572-1200 Regular Salaries 98,219 5.37% - - 212 106 572-1201 Service Awards - -100.00% - 7,651 11,855 - 572-1202 Incentive/Merit Pay - 0.00% 237,301 190,680 193,562 228,388 572-1300 Part-Time Wages 247,630 8.43% - 156 200 - 572-1400 Salaries - Overtime - 0.00% 18,942 18,687 18,198 19,629 572-2100 FICA Taxes 21,128 7.64% 4,430 4,371 4,256 4,590 572-2101 Medicare 4,556 -0.73% 20,271 24,181 26,140 26,015 572-2200 Retirement Contributions 30,153 15.91% - 27 - - 572-2204 Retirement Contributions - DC Plan - 0.00% 7,346 9,333 7,805 7,931 572-2300 Dental, Life & Health Insurance 8,224 3.70% 4,250 4,592 4,526 5,037 572-2400 Worker's Compensation 5,214 3.52% $ 364,609 $ 367,141 $ 359,064 $ 384,907 Total Personal Services $ 415,126 7.85% Operating Expenditures: 6,500 33,100 32,338 38,592 572-3100 Professional Services 38,592 0.00% 2,278 - 1,300 - 572-3400 Other Services - 0.00% 3,968 4,277 4,242 4,160 572-4100 Communication Services 4,160 0.00% 169 207 155 100 572-4200 Postage 100 0.00% 79,231 72,148 67,744 75,760 572-4300 Utilities 78,033 3.00% 123,343 122,560 114,442 110,726 572-4400 Rentals & Leases 110,726 0.00% 7,796 1,448 1,596 1,621 572-4610 Maintenance Contracts 1,621 0.00% - 40 - - 572-4620 Vehicle Repair - 0.00% 3,730 4,627 3,182 2,500 572-4630 Equipment Repair 2,500 0.00% 11,686 2,884 3,881 - 572-4640 Building Maintenance - 0.00% - 13,284 11,790 - 572-4645 Heating/Cooling Repairs - 0.00% - 971 - - 572-4650 Grounds Maintenance - 0.00% 3,869 744 6,460 11,500 572-4800 Promotional Activities 14,500 26.09% - 25,313 64,993 - 572-4899 Complementary Golf Rounds & Carts - 0.00% - 32 - - 572-4903 Sales Tax Expense/Penalty - 0.00% 3,411 113 471 - 572-4916 Inventory - Over/(Short) - 0.00% 889 1,338 1,438 1,090 572-5100 Office Supplies 1,090 0.00% 11,751 9,437 13,079 14,675 572-5200 Operating Supplies 14,175 -3.41% - 43 - - 572-5203 Fleet Maintenance Clearing Account - 0.00% 15 - - - 572-5204 Fuel & Oil - 0.00% - - 1,271 1,440 572-5210 Uniform Expense 1,440 0.00% 29,038 - - - 572-5230 ACH/Credit Card Fees - 0.00% 2,499 110 147 - 572-5231 Computer Hardware/Software - 0.00% - - 57 - 572-5234 Safety Supplies/Equipment - 0.00% 260 2,396 3,126 2,190 572-5400 Books, Dues & Publications 2,190 0.00% $ 290,433 $ 295,071 $ 331,711 $ 264,354 Total Operating Expenditures $ 269,127 1.81% Capital Outlay: - - - 2,870 572-6214 Building Improvements - -100.00% - 3,420 1,238 - 572-6402 Equipment - 0.00% 2,155 - 1,971 - 572-6420 Computer Hardware/Software - 0.00% $ 2,155 $ 3,420 $ 3,209 $ 2,870 Total Capital Outlay $ - -100.00% Debt Service: 73,590 41,349 19,900 - Interest Expense - 0.00% $ 73,590 $ 41,349 $ 19,900 $ - Total Debt Service $ - 0.00% 730,787 706,981 713,884 652,131 TOTAL EXPENSES 684,253 4.93% 1040-Golf Ops 10/2/2014 12:29 PM 90 GOLF CLUB Share of City Budget $684,253, 1.8% DESCRIPTION The Golf Club consists of two championship 18-hole golf courses, putting green, driving range, and clubhouse. The club holds many community oriented golf tournaments and promotes a Junior Golf Program every summer with clinics. MISSION Provide a quality golf experience to members and visitors through excellent customer service. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Ensure Player Satisfaction Active Memberships 572 523 442 446 600 550 Active Youth Memberships 60 88 63 53 90 95 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm 8,066 19,686 20,888 15,473 20,000 21,000 % of Rounds Teeing Off Between Noon and 4pm 16% 34% 37% 37% 32% 33% Marketing Rounds Distributed 557 439 1883 2498 3200 3360 Marketing Rounds Redeemed 441 591 1250 1887 1400 1495 Revenues Generated from Marketing Rounds $19,664 $40,511 $82,218 $95,305 $90,000 $113,000
Contract with a Marketing Company to help with advertising.
Replace all 36 tee markers through sponsorship. FUTURE GOALS (FY16 & FY17)
Increase active memberships to 1000.
Install covered pavilion to increase revenue through rentals and tournaments. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Started and hosted the PGA Junior League.
Repaired entire veranda roof due to damaged fire sprinkler. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 91  001 GENERAL FUND - 1045 GOLF GROUNDS Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: Revenues Shared with Golf Club Operations Division $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 15.75 15.75 15.75 15.75 Number of Employees (FTE's) 15.75 420,797 404,233 393,294 406,628 572-1200 Regular Salaries 420,536 3.42% - - 53 318 572-1201 Service Awards - -100.00% - 9,914 13,178 - 572-1202 Incentive/Merit Pay - 0.00% 16,130 15,855 9,117 35,380 572-1300 Part-Time Wages 25,272 -28.57% 925 738 540 1,000 572-1400 Salaries - Overtime 1,000 0.00% 3,253 3,167 2,696 3,200 572-1401 Salaries - Overtime Holiday Worked 3,200 0.00% 25,993 25,698 25,131 26,212 572-2100 FICA Taxes 26,634 1.61% 6,079 6,010 5,877 6,130 572-2101 Medicare 5,322 -13.18% 85,382 93,224 92,344 90,161 572-2200 Retirement Contributions 86,889 -3.63% 1,018 714 4,143 5,223 572-2204 Retirement Contributions - DC Plan 7,428 42.23% 46,188 41,474 38,870 41,279 572-2300 Dental, Life & Health Insurance 56,825 37.66% 5,808 6,253 6,216 6,560 572-2400 Worker's Compensation 6,534 -0.40% $ 611,575 $ 607,281 $ 591,458 $ 622,091 Total Personal Services $ 639,641 2.82% Operating Expenditures: - 2,224 2,351 2,208 572-3100 Professional Services 2,304 4.35% 1,119 8,585 - 12,000 572-3400 Other Services - -100.00% 492 567 545 545 572-4100 Communication Services 545 0.00% 46,607 8,399 7,035 8,820 572-4300 Utilities 9,085 3.00% 2,805 3,622 5,539 6,358 572-4400 Rentals & Leases 6,758 6.29% 2,988 220 522 522 572-4610 Maintenance Contracts 847 62.26% 168 928 1,768 500 572-4620 Vehicle Repair 500 0.00% 34,662 46,036 38,594 31,000 572-4630 Equipment Repair 31,000 0.00% 716 987 956 - 572-4640 Building Maintenance - 0.00% - - 431 - 572-4645 Heating/Cooling Repairs - 0.00% 315,807 279,698 277,567 286,925 572-4650 Grounds Maintenance 289,625 0.94% - 39 29 45 572-5100 Office Supplies 45 0.00% 11,210 8,184 6,820 8,000 572-5200 Operating Supplies 8,000 0.00% 858 (134) 347 - 572-5203 Fleet Maintenance Clearing Account - 0.00% 30,759 32,368 31,781 33,990 572-5204 Fuel & Oil 35,010 3.00% 3,191 2,232 2,862 2,125 572-5210 Uniform Expense 2,125 0.00% - 165 - - 572-5231 Computer Hardware/Software - 0.00% 646 2,068 2,429 2,000 572-5233 Tools 2,000 0.00% - - 74 2,125 572-5234 Safety Supplies/Equipment 2,125 0.00% 165 165 290 165 572-5400 Books, Dues & Publications 190 15.15% $ 452,192 $ 396,352 $ 379,939 $ 397,328 Total Operating Expenditures $ 390,158 -1.80% Capital Outlay: - - - - 572-6300 Improvements Other Than Building 10,200 100.00% 77,600 23,505 101,232 28,000 572-6402 Equipment 38,000 35.71% - 520 - - 572-6420 Computer Hardware/Software - 0.00% $ 77,600 $ 24,025 $ 101,232 $ 28,000 Total Capital Outlay $ 48,200 72.14% Debt Service: - - - 31,263 581-9121 Transfer to Debt Service Fund 20,412 -34.71% 2011 Cap Imp Rev Note -Golf Equipment- yr 4 of 5 2013A Bank Loan -Fairway Sweep/Vac- yr 2 of 10 316 759 765 - Amortization Issuance - 0.00% 4,147 3,196 1,582 - Interest Expense - 0.00% $ 4,463 $ 3,955 $ 2,347 $ 31,263 Total Debt Service $ 20,412 -34.71% 1,145,830 1,031,614 1,074,977 1,078,682 TOTAL EXPENSES 1,098,411 1.83% 1045-Golf Grounds 9/30/2014 2:13 PM 92 GOLF GROUNDS Share of City Budget $1,098,410… DESCRIPTION The Pines Course offers 18-holes in a challenging layout of over 6,800 yards through a tree-lined, upland pine forest. The Oaks course offers 18-holes over 6,400 yards of narrow fairways lined with oak trees and water hazards. MISSION Provide a quality golf experience to members and visitors through excellent course maintenance. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material n/a 10% 15% 10% 18% 15%
.Prune back and elevate canopies of large oak trees on hole #s 4,5,9, & 16 - Oaks course
Downsize larger greens to help with the bare edge issues around the outside of the greens. FUTURE GOALS (FY16 & FY17)
Address all Greens and determine a priority list of replacements.
Enlarge green on hole #7 of the Oaks course.
Make #12 and #13 Oaks ponds and cord grass retention area. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Repaired pump issues.
Repaired tee box borders with new pressure treated wood.
Pruned and canopied trees on Oaks - hole #s 1, 3, 10, & 18. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 93  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 79,748 76,017 71,441 70,861 337-7000 Cooperative Funding - Operations 70,861 0.00% 6,225 6,875 5,400 2,363 341-9110 Passport Fees 2,410 1.99% 2,124 2,360 2,425 2,400 347-1000 Library Fees 2,400 0.00% 6,203 5,180 5,956 5,200 347-1010 Photo Copy Revenue 5,800 11.54% 400 525 550 400 347-1210 Rentals - Taxable 400 0.00% 25 25 175 25 347-1220 Rentals - Tax Exempt 25 0.00% 13,024 12,183 12,525 12,000 352-1000 Library Fines 12,000 0.00% - 200 140 200 352-1010 Lost Publications 200 0.00% 3,239 2,842 3,710 - 366-1000 Contributions/Donations - 0.00% 38,753 48,866 24,846 4,590 389-9600 Approp. from Reserved Fund Bal - Harvey Trust - -100.00% $ 149,740 $ 155,072 $ 127,168 $ 98,039 TOTAL REVENUES $ 94,096 -4.02% Personal Services: 8.10 8.02 8.02 8.02 Number of Funded Employees (FTE's) 8.02 159,880 158,433 159,871 163,018 571-1200 Regular Salaries 171,514 5.21% - - - 106 571-1201 Service Awards - -100.00% - 3,178 6,878 - 571-1202 Incentive/Merit Pay - 0.00% 80,456 77,534 76,197 79,995 571-1300 Part-Time Wages 93,878 17.36% 163 295 164 200 571-1400 Salaries - Overtime 200 0.00% 14,574 14,540 14,761 14,775 571-2100 FICA Taxes 16,112 9.05% 3,409 3,400 3,452 3,455 571-2101 Medicare 3,495 1.17% 35,506 42,181 45,385 45,498 571-2200 Retirement Contributions 52,655 15.73% 9,042 9,821 9,967 10,178 571-2300 Dental, Life & Health Insurance 10,523 3.39% 670 701 720 676 571-2400 Worker's Compensation 753 11.41% $ 303,700 $ 310,083 $ 317,394 $ 317,901 Total Personal Services $ 349,132 9.82% Operating Expenditures: 4 1,872 8,428 1,970 571-3100 Professional Services 2,015 2.28% 1,889 1,461 2,439 1,680 571-3400 Other Services 1,680 0.00% 63 - 70 250 571-4000 Travel and Per Diem 1,000 300.00% 1,659 1,680 6,115 2,114 571-4100 Communication Services 2,114 0.00% 101 201 533 125 571-4200 Postage 125 0.00% 55,736 49,750 47,084 52,240 571-4300 Utilities 58,569 12.12% 11,972 11,861 11,861 11,862 571-4400 Rentals & Leases 11,862 0.00% 3,418 4,392 4,519 4,961 571-4610 Maintenance Contracts 4,987 0.52% 8,077 4,518 21,269 - 571-4640 Building Maintenance - 0.00% - 10,737 5,552 - 571-4645 Heating/Cooling Repairs - 0.00% - 349 - 200 571-4650 Grounds Maintenance 200 0.00% 1,110 - - - 571-4800 Promotional Activities - 0.00% 1,916 1,754 2,021 1,800 571-5100 Office Supplies 1,800 0.00% 8,758 15,927 16,518 16,365 571-5200 Operating Supplies 16,680 1.92% - 1,190 872 1,200 571-5207 Program Expense 1,200 0.00% 2,970 1,648 605 - 571-5223 Passport Fee Spending - 0.00% 370 772 692 - 571-5224 General Donation Spending - 0.00% - 439 - 350 571-5231 Computer Hardware/Software - -100.00% 630 709 675 630 571-5400 Books, Dues & Publications 630 0.00% - - 425 - 571-5500 Training - 0.00% $ 98,672 $ 109,261 $ 129,679 $ 95,747 Total Operating Expenditures $ 102,862 7.43% Capital Outlay: - - - 4,590 571-6401 Furniture and Fixtures - -100.00% - - 3,662 - 571-6402 Equipment - 0.00% 1,053 5,868 3,200 - 571-6420 Computer Hardware/Software - 0.00% 33,915 27,554 27,993 30,000 571-6600 Books, Publications & Library Materials 33,000 10.00% $ 34,968 $ 33,422 $ 34,855 $ 34,590 Total Capital Outlay $ 33,000 -4.60% Debt Service 22,291 22,261 11,346 21,258 581-9121 Transfer to Debt Service Fund 21,441 0.86% 2013 Revenue Note -Municipal Facilities- yr 2 of 18 Phone System Lease - year 2 of 6 $ 22,291 $ 22,261 $ 11,346 $ 21,258 Total Debt Service $ 21,441 0.86% $ 459,630 $ 475,027 $ 493,273 $ 469,496 TOTAL EXPENSES $ 506,434 7.87% $ (309,890) $ (319,955) $ (366,105) $ (371,457) NET REVENUE / (EXPENSE) $ (412,338) 11.01% 1060-Library 9/30/2014 2:13 PM 94 LIBRARY Share of City Budget $506,434, 1.3% DESCRIPTION Library resources include books, newspapers, periodicals, audio tapes, compact discs, and videos. Children's story hours are held weekly; special holiday reading programs and a summer reading program are conducted. Facilities include a history room, 5 individual study rooms, a meeting room for up to 100 people, 16 computer Internet stations for public access, and a spacious children’s story time room. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.6 3.7 3.7 annual measure 3.8 3.9 Circulation per Item n/a n/a 2% 1.5 1.7 1.9 Circulation per Active Borrower (City and Non-City Residents) 6.6 1.8 7.3 5.9 6.8 7.0 City Residents Who Have an Active Library Card 30% 37% 38% annual measure 35% 36%
Increase library use in the community by providing updated technology and materials to include a growing collection of ebooks.
Provide information in various electronic formats, including an in-house digital display, videos, social media, and an upgraded online catalog. FUTURE GOALS (FY16 & FY17)
Re-carpet high use areas of the library as funding allows. Priority areas-- meeting room and story room.
Work with the Okaloosa County Public Library Cooperative to improve programming, marketing, and services of the library countywide through more shared programming and marketing strategies. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Worked with the Okaloosa County Public Library Cooperative and the Viva Florida 500 committees to increase the library's marketing, programming, and visibility in the community.
Increased the availability and variety of programs for children and young adults.
Upgraded half of the library computers to Windows 7 in order to improve the customer's experience in the library.
Increased adult programming with regular classes offered to teach the public skills on mobile devices and electronic library resources. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 95  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 1,575 1,850 1,325 250 341-9110 Passport Fees 250 0.00% 1,773 879 58 1,500 347-2000 Program Revenue 900 -40.00% 26,935 25,890 30,215 26,000 347-3500 Admission Fees 27,500 5.77% 26,462 27,697 26,909 28,000 347-3510 Merchandise Sales 27,000 -3.57% 8,576 7,974 8,254 8,000 347-3520 Fees - Tax Exempt 8,200 2.50% 2,806 5,363 1,440 - 366-1000 Contributions/Donations - 0.00% - - 76 - 369-9000 Miscellaneous Revenue - 0.00% $ 68,127 $ 69,652 $ 68,277 $ 63,750 TOTAL REVENUES $ 63,850 0.16% Personal Services: 2.60 3.60 3.60 3.60 Number of Funded Employees (FTE's) 4.10 81,036 97,275 98,676 100,911 573-1200 Regular Salaries 116,412 15.36% - - 530 - 573-1201 Service Awards - 0.00% - 2,933 3,430 - 573-1202 Incentive/Merit Pay - 0.00% 12,050 13,330 12,238 13,480 573-1300 Part-Time Wages 24,708 83.30% - - 53 - 573-1400 Salaries - Overtime - 0.00% 5,491 6,740 6,842 6,764 573-2100 FICA Taxes 8,305 22.78% 1,284 1,576 1,600 1,582 573-2101 Medicare 1,942 22.74% 15,950 19,045 20,383 20,552 573-2200 Retirement Contributions 26,525 29.06% - 1,904 550 2,046 573-2204 Retirement Contributions - DC Plan 1,501 -26.65% 17,333 18,551 20,189 19,103 573-2300 Dental, Life & Health Insurance 24,812 29.88% 175 212 216 194 573-2400 Worker's Compensation 543 180.05% $ 133,318 $ 161,567 $ 164,706 $ 164,632 Total Personal Services $ 204,747 24.37% Operating Expenditures: - 1,366 1,580 1,730 573-3100 Professional Services 1,730 0.00% 30 - - 800 573-3400 Other Services 800 0.00% 1,102 837 1,112 1,115 573-4100 Communication Services 1,115 0.00% 137 181 275 200 573-4200 Postage 200 0.00% 15,474 14,096 12,660 14,805 573-4300 Utilities 17,248 16.50% 1,613 1,257 1,257 1,257 573-4400 Rentals & Leases 1,257 0.00% 1,571 1,672 2,001 2,004 573-4610 Maintenance Contracts 2,175 8.53% 53 - 79 100 573-4630 Equipment Repair 100 0.00% 1,745 5,723 4,974 1,000 573-4640 Building Maintenance 1,000 0.00% - - 5,514 - 573-4645 Heating/Cooling Repairs - 0.00% 407 460 1,248 4,450 573-4650 Grounds Maintenance 3,450 -22.47% 1,470 1,145 1,216 1,700 573-4700 Printing & Binding 1,700 0.00% 1,924 2,214 1,915 2,500 573-4800 Promotional Activities 2,500 0.00% - 1,109 1,229 490 573-5100 Office Supplies 1,490 204.08% 547 557 959 1,230 573-5200 Operating Supplies 750 -39.02% 12,632 13,535 12,456 13,000 573-5205 Goods For Resale 14,000 7.69% 425 74 30 350 573-5207 Program Expense 350 0.00% - - 136 - 573-5210 Uniform Expense 150 100.00% 646 775 871 1,050 573-5215 Exhibit / Collection Supplies 1,650 57.14% 397 205 1 - 573-5223 Passport Fee Spending - 0.00% - 385 423 - 573-5224 General Donation Spending - 0.00% 1,398 900 216 - 573-5225 Fundraising Spending - 0.00% 100 - - - 573-5226 Designated Donation Spending - 0.00% 1,301 - - - 573-5230 ACH/Credit Card Fees - 0.00% - 219 - - 573-5231 Computer Hardware/Software - 0.00% 540 445 445 665 573-5400 Books, Dues & Publications 915 37.59% - - - - 573-5500 Training 140 100.00% $ 43,514 $ 47,154 $ 50,596 $ 48,446 Total Operating Expenditures $ 52,720 8.82% Capital Outlay: 27,252 - 3,862 - 573-6214 Building Improvements - 0.00% - - - 7,400 573-6357 Parking - -100.00% - 2,867 - 600 573-6402 Equipment - 100.00% - 520 1,378 - 573-6420 Computer Hardware/Software - 0.00% $ 27,252 $ 3,387 $ 5,240 $ 8,000 Total Capital Outlay $ - -100.00% $ 204,084 $ 212,108 $ 220,542 $ 221,078 TOTAL EXPENSES $ 257,467 16.46% $ (135,957) $ (142,455) $ (152,266) $ (157,328) NET REVENUE / (EXPENSE) $ (193,617) 23.07% 1070-Museum 9/30/2014 2:19 PM 96 MUSEUM Share of City Budget $257,467, 0.7% DESCRIPTION The Indian Temple Mound Museum is the first museum in Florida owned and operated by a municipality and is recognized for having the one of the finest collections of prehistoric ceramics in the Southeast United States. The Camp Walton Schoolhouse Museum and Garnier Post Office Museum are fine examples of Northwest Florida small town structures and house historic collections of artifacts that relay the story of early days here. The newly opened Civil War Exhibits Building interprets the First Florida Militia and their activities while stationed at what we today call The Fort Walton Landing. MISSION Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Share Community History With Public Visitors Per General Visitation Hour of Operation 3.9 5.7 6.0 5.7 5.0 5.7 Educational Programming Visitors During Non-General Visitation Hours 4,515 4,433 4,266 3,915 4,000 4,200 Outreach Programming Visitors During Non-General Visitation Hours 14,536 7,778 8,700 4,075 6,000 6,000 City Savings from Volunteer Assistance $30,550 $42,958 $28,562 $23,205 $25,000 $25,000
Increase marketing with help of downtown entertainment district with increased traffic.
Utilize the new boardwalk and archway, increase visitation at the Museum.
Provide an event and lecture series related to the World War I 100th birthday statewide celebrations.
Begin research and implementation for modern day Creek exhibit area at ITMM. FUTURE GOALS (FY16 & FY17)
Complete NAGPRA process from filing to certification; clear collections ownership issues.
Acquire sponsorship for future summer / travelling exhibit.
Improve Lighting along new boardwalk along Museum. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Successful Speakers on Doolittle's Raiders and The Walton Guard. Partnered with Emerald Coast Archaeological Society to present 4 archaeology speakers during the year.
Honored 58 volunteers with certificates during the Recognition Reception for their service. Volunteer hours exceeded 5,500 hours with over 50 active volunteers.
Communtiy Involvement: Haunted History Ghost Tours reached over 200 community individuals; Emerald Coast Archaeology Society partnership excavation reached over 100 individuals; Thunderbird Honor Guard partnered with museum for 3 different activities reaching hundreds; Reeds Raiders partnered with museum to defend the city at Bowlegs Festival reaching hundreds; booth at downtown Zombie Walk provided candy and entertainment for over 800 zombies; Native American Day Open House and Camp Walton Christmas Open House afforded locals to enjoy free days; Pottery Expo Youth Art Competition allowed partnership with Okaloosa County Schools.
The Indian Temple Mound Museum has been on various websites, facebook and blogs including articles in the NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, the Four Points Sheraton in-room compendium of things to do and see, 105.5 “The Wolf” and WYZB FM, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. The NWFDN had a feature article on the city militia and the role of the museum in the Bowlegs festival. The museums had their events on various Lamar advertising boards and have been in numerous newsletters including Florida Public Archaeology Network (Pensacola), Baker Block News (Baker), Panhandle Historic Preservation Alliance News (reaches all panhandle), Emerald Coast Archaeology Society (OK County), Heritage News (Niceville); GWFC Our Voice Florida Woman's Club newsletter (OK County), Genealogical Society of Okaloosa County, and FOM Newsletter (various counties and states).
Completed the construction of the new archway, replacing the oyster shell arch.
Completed the boardwalk along the entire Museum front, approximately 200'. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 97  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 177,112 189,090 192,630 180,000 343-8000 Sale of Lots 180,000 0.00% 6,875 23,215 3,885 8,000 343-8100 Crypt Sales 8,000 0.00% 4,350 9,120 10,635 9,000 343-8200 Niche Sales 9,000 0.00% 6,420 9,900 8,295 8,000 343-8300 Weekend/Holidays Interments 8,000 0.00% 177,720 184,690 152,345 175,000 343-8400 Openings/Closings 175,000 0.00% 1,498 1,032 2,228 - 343-8500 Transfer Fees - 0.00% 13,149 21,486 3,290 - 381-2400 Transfer from Beal Memorial Cemetery Fund - 0.00% $ 387,124 $ 438,533 $ 373,308 $ 380,000 TOTAL REVENUES $ 380,000 0.00% 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 86,881 87,133 87,808 89,337 539-1200 Regular Salaries 93,269 4.40% - - 212 - 539-1201 Service Awards - 0.00% - 1,153 3,174 - 539-1202 Incentive/Merit Pay - 0.00% 1,182 1,014 192 2,500 539-1400 Salaries - Overtime 500 -80.00% 236 288 35 375 539-1401 Salaries - Overtime Holiday Worked 100 -73.33% 4,849 4,905 5,008 4,826 539-2100 FICA Taxes 5,058 4.81% 1,134 1,147 1,171 1,129 539-2101 Medicare 1,183 4.77% 19,602 23,394 24,958 24,934 539-2200 Retirement Contributions 28,633 14.84% 25,198 22,905 23,300 23,661 539-2300 Dental, Life & Health Insurance 24,547 3.75% 4,097 4,449 5,068 4,699 539-2400 Worker's Compensation 4,907 4.42% $ 143,180 $ 146,388 $ 150,926 $ 151,461 Total Personal Services $ 158,198 4.45% Operating Expenditures: - 862 948 950 539-3100 Professional Services 950 0.00% 64,145 71,940 54,375 60,000 539-3400 Other Services 60,000 0.00% 1,051 882 925 870 539-4100 Communication Services 870 0.00% 72,659 53,059 57,191 62,950 539-4300 Utilities 65,205 3.58% - 191 56 60 539-4400 Rentals & Leases 60 0.00% 1,077 240 627 655 539-4610 Maintenance Contracts 655 0.00% 1,174 3,950 1,248 1,850 539-4630 Equipment Repair 1,850 0.00% 815 2,350 - - 539-4640 Building Maintenance - 0.00% 8,405 6,034 14,019 12,825 539-4650 Grounds Maintenance 12,825 0.00% 10,855 5,050 18,275 - 539-4980 Repurchase Cemetery Lots - 0.00% 890 1,665 2,340 1,975 539-5200 Operating Supplies 1,875 -5.06% 1,562 1,585 1,726 1,665 539-5204 Fuel & Oil 1,381 -17.04% 479 341 235 150 539-5210 Uniform Expense 150 0.00% - 55 - - 539-5231 Computer Hardware/Software - 0.00% - 448 74 750 539-5233 Tools 850 100.00% 39 181 37 525 539-5234 Safety Supplies/Equipment 525 0.00% 35 - 40 40 539-5500 Training 40 0.00% $ 163,185 $ 148,832 $ 152,116 $ 145,265 Total Operating Expenditures $ 147,236 1.36% Capital Outlay: 10,994 11,488 - - 539-6214 Building Improvements - 0.00% - 2,241 - - 539-6355 Landscaping & Fences - 0.00% - 4,575 677 - 539-6402 Equipment - 0.00% - - 552 - 539-6420 Computer Hardware/Software - 0.00% $ 10,994 $ 18,304 $ 1,229 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: 2,155 - - - 5323 - Beal Cemetery Improvements - 0.00% $ 2,155 $ - $ - $ - Total Capital Improvements Program $ - 0.00% Interfund Transfers: 33,251 37,818 38,526 36,000 581-9162 Transfer to Beal Memorial Perpetual Care Fund 36,000 0.00% Lot Sales - 20% of revenues $ 33,251 $ 37,818 $ 38,526 $ 36,000 Total Interfund Transfers $ 36,000 0.00% $ 352,765 $ 351,342 $ 342,797 $ 332,726 TOTAL EXPENSES $ 341,434 2.62% $ 34,358 $ 87,190 $ 30,511 $ 47,274 NET REVENUE / (EXPENSE) $ 38,566 -18.42% 1080-Cemetery 9/30/2014 2:18 PM 98 CEMETERY Share of City Budget $257,467, 0.7% DESCRIPTION Cemetery staff is responsible for the sale of plots, niches, and mausoleum spaces; grounds maintenance; and supervision of funerals at the City's two cemeteries – Beal Memorial Cemetery and Brooks Cemetery. MISSION Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2103-14 2014-15 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 65% 80% 90% 80% 90% 90%
Install Roadway between storage facilities.
Stamp additional area in Hope Section.
Repair worn doors in niche wall. FUTURE GOALS (FY16 & FY17)
Research plot location software to ensure the quality of cemetery services.
Develop a sod farm in open area of cemetery for use for newly dug graves.
Install central control system for irrigation. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Planted 5 Oak trees and 5 Crape Myrtle trees in the new Hope Section addition. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 99 100  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 3,525 3,060 3,200 3,500 341-3001 Overhead Banner Installation Fee 3,100 -11.43% 385 26 59 - 341-9310 Engineering Drawings - 0.00% 200 - 1,930 - 366-1000 Contributions/Donations - 0.00% $ 4,110 $ 3,086 $ 5,189 $ 3,500 TOTAL REVENUES $ 3,100 100.00% Personal Services: 5.00 5.00 5.00 4.00 Number of Funded Employees (FTE's) 4.00 90,126 89,206 79,302 81,419 541-1100 Executive Salaries 82,217 0.98% 170,124 163,182 156,555 119,053 541-1200 Regular Salaries 122,341 2.76% - - - 53 541-1201 Service Awards - 0.00% - 2,678 3,839 - 541-1202 Incentive/Merit Pay - 0.00% - - 31 250 541-1400 Overtime 250 100.00% 15,443 15,203 14,187 11,682 541-2100 FICA Taxes 11,994 2.67% 3,611 3,556 3,318 2,732 541-2101 Medicare 2,805 2.67% 57,757 66,964 36,005 15,816 541-2200 Retirement Contributions 17,775 12.39% - - 7,303 9,520 541-2204 Retirement Contributions - DC Plan 9,690 1.79% 22,117 23,301 35,070 28,519 541-2300 Dental, Life & Health Insurance 29,587 3.75% 489 447 458 341 541-2400 Worker's Compensation 348 1.99% $ 359,667 $ 364,536 $ 336,067 $ 269,385 Total Personal Services $ 277,007 2.83% Operating Expenditures: 16,920 8,082 6,001 6,395 541-3100 Professional Services 5,755 -10.01% 20,390 - - 90 541-3400 Other Services 90 0.00% - - 89 800 541-4000 Travel and Per Diem 800 0.00% 3,418 3,101 5,070 2,364 541-4100 Communication Services 2,952 24.87% 4,521 5,926 6,436 6,880 541-4200 Postage 6,880 0.00% 13,213 12,862 7,080 6,360 541-4400 Rentals & Leases 6,360 0.00% 5,947 - 2,200 5,710 541-4610 Maintenance Contracts 3,600 -36.95% 11 - - - 541-4620 Vehicle Repair - 0.00% 125 - - 100 541-4630 Equipment Repair 600 500.00% 16 107 80 1,100 541-4700 Printing & Binding 1,100 0.00% - - 525 541-4915 Legal Advertisements 6,161 6,147 6,210 6,930 541-5100 Office Supplies 6,930 0.00% 187 465 369 625 541-5200 Operating Supplies 125 -80.00% 429 - - - 541-5204 Fuel & Oil 250 #DIV/0! 75 255 91 400 541-5210 Uniform Expense 400 0.00% 504 - 320 - 541-5223 Earth Day - 0.00% - 505 - - 541-5231 Computer Hardware/Software - 0.00% - - 26 170 541-5234 Safety Supplies/Equipment 170 0.00% 374 174 - 350 541-5400 Books, Dues & Publications 175 -50.00% 10 - 349 350 541-5500 Training 350 0.00% (1,433) - - - 541-9905 Capitalized Costs Allocation - Labor - 0.00% $ 70,868 $ 37,624 $ 34,846 $ 38,624 Total Operating Expenditures $ 36,537 -5.40% Capital Outlay: - 630 630 - 541-6420 Computer Hardware/Software - 0.00% $ - $ 630 $ 630 $ - Total Capital Outlay $ - 0.00% Debt Service - - - 850 581-9121 Transfer to Debt Service Fund 850 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 850 Total Debt Service $ 850 0.00% $ 430,536 $ 402,791 $ 371,543 $ 308,859 TOTAL EXPENSES $ 314,394 1.79% $ (426,426) $ (399,704) $ (366,354) $ (305,359) NET REVENUE / (EXPENSE) $ (311,294) 1.94% 1200-Engineering 9/30/2014 2:17 PM 101 ENGINEERING SERVICES Share of City Budget $314,394, 0.8% DESCRIPTION Engineering maintains GIS data, reviews all site plans, subdivision plans, and as-built drawings for compliance with City codes and outside agency requirements; provides survey and design data for street, sidewalk, water, sewer, and stormwater projects; and prepares maps for internal use, annexation, Comprehensive Plan amendments and newspaper ads. MISSION Provide high quality, timely, and cost effective services in all facets of operations. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Develop GIS System to Track & Monitor City Assets Street Data Entered in GIS n/a 95% 100% annual measure 100% 100% Water System Features Accurately Entered in GIS n/a 70% 100% annual measure 100% 100% Sanitary Sewer System Features Accurately Entered in GIS n/a 60% 82% annual measure 100% 100% Stormwater System Features Accurately Entered in GIS n/a 100% 100% annual measure 100% 100%
Perform detail Quality Assurance checks on the GIS potable water and sanitary sewer infrastructure systems and continue GIS training courses.
Continue to develop and expand the GIS Web Map for public use via the internet and for employee use via the intranet.
Perform annual FEMA CRS recertification. FUTURE GOALS (FY16 & FY17)
Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more efficiently.
Transition to the new FEMA CRS manual and complete a 5-year cycle visit from ISO. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Completed 100% of the GPS data collection and GIS database creation for City's water and sewer infrastructure.
Improved the City's public web-mapping capabilities via the internet by adding additional content.
Performed annual FEMA CRS recertification, which provides a flood insurance discount of 20% to our citizens in the special flood hazard areas.
Continued to improve GIS Web Map Application for all City employees on the City intranet. Completed 20 days of GIS training. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 102  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 103  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 11,853 12,361 10,035 15,000 329-1001 Zoning/Variances Fees 13,500 -10.00% 726 2,391 16,568 4,000 329-2000 Zoning Site Plan Review 4,300 7.50% $ 12,579 $ 14,752 $ 26,602 $ 19,000 TOTAL REVENUES $ 17,800 -6.32% Personal Services: 1.00 1.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 44,922 42,652 64,066 73,976 515-1200 Regular Salaries 74,244 0.36% - - 53 515-1201 Service Awards - -100.00% - 793 1,537 - 515-1202 Incentive/Merit Pay - 0.00% - 10 150 515-1400 Overtime 150 0.00% 2,700 2,596 3,955 4,479 515-2100 FICA Taxes 4,285 -4.33% 631 607 925 1,048 515-2101 Medicare 1,002 -4.39% 2,246 2,103 2,439 3,699 515-2204 Retirement Contributions - DC Plan 3,712 0.35% 4,193 4,139 4,596 12,516 515-2300 Dental, Life & Health Insurance 12,982 3.73% 85 26 76 126 515-2400 Worker's Compensation 116 -7.94% - - - (8,528) 515-1296 Salary Allocation Reimb from FBC Fund (5,887) -30.97% - - (5,764) (8,528) 515-1297 Salary Allocation Reimb from CDBG Fund (5,887) -30.97% $ 54,777 $ 52,916 $ 71,839 $ 78,991 Total Personal Services $ 84,718 7.25% Operating Expenditures: - 16,479 9,418 9,701 515-3100 Professional Services 34,895 259.71% 65,900 - - 515-3400 Other Services - 0.00% 432 902 1,194 1,100 515-4000 Travel and Per Diem 1,100 0.00% 609 438 1,426 414 515-4100 Communication Services 414 0.00% 6,287 - - - 515-4610 Maintenance Contracts - 0.00% 1,322 621 1,039 700 515-4700 Printing & Binding 700 0.00% 5,856 - - - 515-4915 Legal Advertisements - 0.00% 39 - 28 500 515-5100 Office Supplies 500 0.00% - 99 142 - 515-5200 Operating Supplies - 0.00% - - 95 100 515-5210 Uniform Expense 100 0.00% - 271 - - 515-5321 Computer Hardware/Software - 0.00% 275 485 366 405 515-5400 Books, Dues & Publications 345 -14.81% 940 85 979 575 515-5500 Training 575 0.00% $ 81,660 $ 19,380 $ 14,686 $ 13,495 Total Operating Expenditures $ 38,629 186.25% Capital Outlay: - 2,995 - - 515-6402 Equipment - 0.00% - - 552 - 515-6420 Computer Hardware/Software - 100.00% $ - $ 2,995 $ 552 $ - Total Capital Outlay $ - 0.00% Debt Service - - - 425 581-9121 Transfer to Debt Service Fund 425 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 425 Total Debt Service $ 425 0.00% $ 136,437 $ 75,291 $ 87,077 $ 92,911 TOTAL EXPENSES $ 123,772 33.22% $ (123,858) $ (60,539) $ (60,475) $ (73,911) NET REVENUE / (EXPENSE) $ (105,972) 43.38% 1205-Planning 9/30/2014 2:17 PM 104 PLANNING & ZONING Share of City Budget $123,772, 0.3% DESCRIPTION Planning is responsible for sustainable growth and development in Fort Walton Beach, ensuring implementation of the Comprehensive Plan, and compliance with the Land Development Code. Staff facilitates and serves on various boards and committees. MISSION Foster sustainable development by providing professional and technical services to City Council, citizen boards, property owners, and businesses in order to promote high quality of life and prosperity for the citizens of Fort Walton Beach. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Reduce Commercial & Industrial Vacancies Vacant Parcels - Commerce & Technology Park n/a 43 16 n/a n/a n/a Vacant Parcels - CRA n/a 192 149 n/a n/a n/a Increase Development Activity Citywide (Net) New Business Openings n/a n/a n/a 63 60 40 New Developments Approved n/a n/a n/a 5 25 15 Parcels Annexed into the City n/a n/a n/a 1 1 1 Population Increase n/a n/a n/a annual measure 1.5% 1.5%
Ensure the effectiveness and efficiency of City codes and regulations by updating the City Code of Ordinances.
Plan for a comprehensive multi-modal transportation system by updating the Inventory of Sidewalks map.
Complete an abbreviated evaluation and appraisal report to ensure continued success of City growth. FUTURE GOALS (FY16 & FY17)
Promote sustainable economic growth through the use of efficient business and development review services.
Plan for and implement a reliable, efficient, and pedestrian-friendly transportation network in the City. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Implemented a new safety permitting program for utilization of cold weather shelters.
Completed first phase of site assessment for Bayou Woods property. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 105  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 24,150 - 103,603 20,000 354-1000 Code Enforcement - Fines 24,000 20.00% 7,500 10,000 6,825 7,500 354-1010 Code Enforcement - Fees 7,500 0.00% $ 31,650 $ 10,000 $ 110,428 $ 27,500 TOTAL REVENUES $ 31,500 14.55% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 91,483 91,344 91,526 93,536 529-1200 Regular Salaries 94,809 1.36% - 1,556 1,643 - 529-1202 Incentive/Merit Pay - 0.00% - 194 - 150 529-1400 Overtime 150 0.00% 5,403 5,495 5,494 5,494 529-2100 FICA Taxes 5,568 1.35% 1,264 1,285 1,285 1,285 529-2101 Medicare 1,302 1.34% 20,308 24,251 26,140 26,106 529-2200 Retirement Contributions 29,106 11.49% 12,953 13,360 13,604 13,789 529-2300 Dental, Life & Health Insurance 14,315 3.82% 1,846 1,855 1,894 1,786 529-2400 Worker's Compensation 1,811 1.38% $ 133,257 $ 139,340 $ 141,586 $ 142,146 Total Personal Services $ 147,062 3.46% Operating Expenditures: - 2,665 2,747 2,836 529-3100 Professional Services 2,893 2.01% 1,246 - - 2,500 529-3101 Legal Services 2,000 -20.00% 10,660 2,846 - 500 529-3400 Other Services 500 0.00% - 765 898 1,100 529-4000 Travel and Per Diem 1,100 0.00% 1,331 1,325 1,945 924 529-4100 Communication Services 924 0.00% 2,590 - - - 529-4610 Maintenance Contracts - 0.00% 225 604 830 200 529-4620 Vehicle Repair 200 0.00% 61 - - 40 529-5200 Operating Supplies 40 0.00% 1,516 1,651 1,425 1,735 529-5204 Fuel & Oil 1,191 -31.37% - 542 - - 529-5231 Computer Hardware/Software - 0.00% 60 70 40 110 529-5400 Books, Dues & Publications 110 0.00% 24 435 340 700 529-5500 Training 700 0.00% $ 17,713 $ 10,902 $ 8,225 $ 10,645 Total Operating Expenditures $ 9,658 -9.27% Capital Outlay: - 1,041 - - 529-6420 Computer Hardware/Software - 0.00% $ - $ 1,041 $ - $ - Total Capital Outlay $ - 0.00% Debt Service - - - 425 581-9121 Transfer to Debt Service Fund 425 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 425 Total Debt Service $ 425 0.00% $ 150,970 $ 151,283 $ 149,811 $ 153,216 TOTAL EXPENSES $ 157,144 2.56% $ (119,320) $ (141,283) $ (39,384) $ (125,716) NET REVENUE / (EXPENSE) $ (125,644) -0.06% 1217-Code 9/30/2014 2:15 PM 106 CODE ENFORCEMENT Share of City Budget $157,144, 0.4% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA n/a 3 4 1 3 2 Number of Derelict Properties Brought Into Compliance - non-CRA n/a 1 1 1 1 1
Streamline and modernize the Code Enforcement process by evaluating operational ordinances and revising where necessary.
Streamline and modernize the Code Enforcement process by evaluating the Code Enforcement Board's Rules and Regulations and revising where necessary. FUTURE GOALS (FY16 & FY17)
Implement new policy and procedures for the resolution of liens and orders issued by the Code Enforcement Board. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 107  001 GENERAL FUND - 1220 FLEET Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 403 914 779 750 365-1010 Sale of Used Oil 700 -6.67% $ 403 $ 914 $ 779 $ 750 TOTAL REVENUES $ 700 -6.67% Personal Services: 8.75 8.75 8.88 9.00 Number of Funded Employees (FTE's) 9.00 244,355 241,237 253,135 270,516 519-1200 Regular Salaries 274,017 1.29% - - - 212 519-1201 Service Awards - -100.00% - 5,214 9,050 - 519-1202 Incentive/Merit Pay - 0.00% 17,184 15,640 5,525 - 519-1300 Part-Time Wages - 0.00% 113 59 558 250 519-1400 Salaries - Overtime 250 0.00% 48 - 119 - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 3,491 3,496 3,966 3,592 519-2101 Medicare 3,318 -7.62% 54,026 64,353 68,442 57,529 519-2200 Retirement Contributions 46,359 -19.42% - 730 3,220 519-2204 Retirement Contributions - DC Plan 6,150 91.00% 24,423 25,884 26,171 37,750 519-2300 Dental, Life & Health Insurance 72,881 93.06% 5,396 5,657 5,625 5,651 519-2400 Worker's Compensation 5,328 -5.72% $ 363,961 $ 376,484 $ 390,280 $ 394,082 Total Personal Services $ 423,838 7.55% Operating Expenditures: - 6,463 6,671 6,865 519-3100 Professional Services 7,002 2.00% - 3,653 1,380 2,030 519-3400 Other Services 2,030 0.00% 45 - 52 100 519-4000 Travel and Per Diem 100 0.00% 1,526 1,733 2,874 1,490 519-4100 Communication Services 1,490 0.00% 24,041 19,413 20,443 20,385 519-4300 Utilities 26,917 32.04% 179 - - - 519-4400 Rentals & Leases - 0.00% 7,592 983 243 1,255 519-4610 Maintenance Contracts 1,255 0.00% 702 535 2,065 520 519-4620 Vehicle Repair 520 0.00% 4,989 2,216 673 1,000 519-4630 Equipment Repair 1,000 0.00% 259 2,591 1,030 14,569 519-4640 Building Maintenance 12,650 -13.17% - 178 3,409 - 519-4645 Heating/Cooling Repairs - 0.00% 11,831 35,067 10,148 11,650 519-5200 Operating Supplies 11,650 0.00% 326 1,984 2,400 - 519-5203 Fleet Maintenance Clearing Account - 0.00% 2,616 2,444 2,387 2,570 519-5204 Fuel & Oil 1,960 -23.73% 1,266 1,529 1,537 1,080 519-5210 Uniform Expense 1,080 0.00% - 219 438 - 519-5231 Computer Hardware/Software 979 100.00% 162 - 759 - 519-5233 Tools 810 100.00% 443 83 97 1,080 519-5234 Safety Supplies/Equipment 1,080 0.00% 74 - - - 519-5400 Books, Dues & Publications - 0.00% 50 - 1,139 3,380 519-5500 Training 2,288 -32.31% $ 56,100 $ 79,092 $ 57,746 $ 67,974 Total Operating Expenditures $ 72,811 7.12% Capital Outlay: 1,200 2,224 7,429 2,000 519-6402 Equipment 27,500 1275.00% - 520 552 - 519-6420 Computer Hardware/Software - 100.00% $ 1,200 $ 2,745 $ 7,981 $ 2,000 Total Capital Outlay $ 27,500 1275.00% Debt Service - - - 850 581-9121 Transfer to Debt Service Fund 850 0.00% Phone System Lease - year 2 of 6 $ - $ - $ - $ 850 Total Debt Service $ 850 0.00% $ 421,261 $ 458,321 $ 456,007 $ 464,906 TOTAL EXPENSES $ 524,999 12.93% $ (420,858) $ (457,407) $ (455,228) $ (464,156) NET REVENUE / (EXPENSE) $ (524,299) 12.96% 1220-Fleet 9/30/2014 2:16 PM 108 FLEET Share of City Budget $524,999, 1.4% DESCRIPTION Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment. MISSION Ensure fleet is available and functioning properly. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2103-14 2013-14 2014-15 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 37% 39% 48% 34% 37% 38% Unscheduled/Unanticipated Repairs Performed In-House 61% 59% 51% 65% 57% 53% Unscheduled/Unanticipated Repairs Performed Contracted 2% 2% 1% 1% 2% 1% Reduce Unscheduled/Unanticipated Repairs Performed In-House n/a n/a n/a n/a n/a 2% Reduce Unscheduled/Unanticipated Repairs Performed Contracted n/a n/a n/a n/a n/a 1% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) n/a n/a n/a n/a n/a 6500 Hours of Downtime: Non-Public Safety n/a n/a n/a n/a n/a 1600
Reduce the number of unscheduled/unanticipated repairs by 3%.
Properly utilize fleet management program to determine the amount of downtime experienced per major and minor repair incident.
Continue to improve customer service with fellow city employees.
Continue to train fleet personal through Carquest, Napa, and on the job training classes through vendors. FUTURE GOALS (FY16 & FY17)
Reduce repair costs while maintaining safe working order of all vehicles and equipment in the City's fleet. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Moved the tire storage building to reduce possible injuries and added another door to improve flow of the tires being used.
Purchased a tire balancer to do all the balancing of new and existing tires in house, reducing the sublet cost by thousands.
Received new hose cutting equipment that will help reduce down time and having to purchase hoses from the manufacturers.
Established a new detailed servicability report on vehicles to ensure which vehicles need replacing or repairs. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 109  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 122 - - 50 341-9330 Special Events - Barricades, Orange Cones 50 0.00% 866 482 - 200 341-9600 Sign Shop Sales 200 0.00% $ 988 $ 482 $ - $ 250 TOTAL REVENUES $ 250 0.00% Personal Services: 8.00 8.00 8.00 7.00 Number of Funded Employees (FTE's) 7.00 259,016 258,356 230,242 237,194 519-1200 Regular Salaries 237,588 0.17% - - 424 - 519-1201 Service Awards - 0.00% - 5,448 7,519 - 519-1202 Incentive/Merit Pay - 0.00% 2,444 3,889 2,902 5,000 519-1400 Salaries - Overtime 4,000 -20.00% 914 506 424 1,000 519-1401 Salaries - Overtime Holiday Worked 500 -50.00% 15,482 15,661 14,271 14,050 519-2100 FICA Taxes 13,966 -0.60% 3,621 3,663 3,337 3,286 519-2101 Medicare 3,017 -8.19% 51,284 61,128 57,617 57,277 519-2200 Retirement Contributions 57,787 0.89% 2,314 2,273 2,286 2,398 519-2204 Retirement Contributions - DC Plan 3,272 36.44% 20,934 23,072 15,876 16,282 519-2300 Dental, Life & Health Insurance 28,292 73.76% 11,361 10,987 10,023 9,837 519-2400 Worker's Compensation 10,663 8.40% - - (1,547) - 519-1297 Salary Allocation Reimb from CDBG Fund - 0.00% $ 367,368 $ 384,983 $ 343,374 $ 346,324 Total Personal Services $ 359,084 3.68% Operating Expenditures: - - 4,634 - 519-3100 Professional Services - 0.00% - 6 125 1,100 519-3400 Other Services 1,100 0.00% 330 - 17 - 519-4000 Travel and Per Diem - 0.00% 2,191 2,871 5,637 4,029 519-4100 Communication Services 4,029 0.00% 100,685 119,852 108,104 125,845 519-4300 Utilities 139,917 11.18% - - 162 649 519-4400 Rentals & Leases 649 0.00% 29,476 28,074 29,086 30,688 519-4610 Maintenance Contracts 30,792 0.34% 5,154 9,508 7,200 2,750 519-4620 Vehicle Repair 2,750 0.00% 126 276 1,354 300 519-4630 Equipment Repair 300 0.00% 10,131 6,434 13,496 69,800 519-4640 Building Maintenance 69,000 -1.15% - 1,594 2,310 43,700 519-4645 Heating/Cooling Repairs 39,400 -9.84% - 9 - - 519-4650 Grounds Maintenance - 0.00% 425 236 23 1,500 519-4670 Traffic Signal Repair 1,500 0.00% - - 60 100 519-5100 Office Supplies 100 0.00% 7,894 3,285 3,609 6,055 519-5200 Operating Supplies 6,305 4.13% 10,409 11,201 10,560 11,765 519-5204 Fuel & Oil 11,134 -5.36% 1,155 995 1,046 350 519-5210 Uniform Expense 350 0.00% - 165 - - 519-5231 Computer Hardware/Software - 0.00% 176 1,846 1,815 1,550 519-5233 Tools 1,550 0.00% 161 335 119 1,120 519-5234 Safety Supplies/Equipment 1,120 0.00% 10,231 8,983 9,010 11,050 519-5301 Street Markings 13,050 18.10% 69 - - - 519-5400 Books, Dues & Publications - 0.00% 295 - 229 - 519-5500 Training - 0.00% $ 131,791 $ 153,323 $ 192,658 $ 312,351 Total Operating Expenditures $ 323,046 3.42% Capital Outlay: - - - 226,000 519-6310 Improvements Other Than Building 228,000 0.88% 4,790 1,232 1,725 1,850 519-6402 Equipment 1,850 0.00% $ 4,790 $ 1,232 $ 1,725 $ 227,850 Total Capital Outlay $ 229,850 0.88% Capital Improvements Program: 16,784 51,071 - - Prior Years Capital Improvement Program - 0.00% $ 16,784 $ 51,071 $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 48,298 48,232 24,282 59,861 581-9121 Transfer to Debt Service Fund 60,255 0.66% 2013 Revenue Note -Municipal Facilities- yr 2 of 18 2013A Bank Loan -Bucket Truck- yr 2 of 10 Phone System Lease - year 2 of 6 $ 48,298 $ 48,232 $ 24,282 $ 59,861 Total Debt Service $ 60,255 0.66% $ 569,031 $ 638,841 $ 562,039 $ 946,386 TOTAL EXPENSES $ 972,236 2.73% $ (568,043) $ (638,360) $ (562,039) $ (946,136) NET REVENUE / (EXPENSE) $ (971,986) 2.73% 1230-Facilities 9/30/2014 2:16 PM 110 FACILITIES Share of City Budget $972,236, 2.5% DESCRIPTION Facilities is responsible for all maintenance work, including electrical, heating and air conditioning, plumbing, and wood work as well as installation and maintenance of traffic control devices, traffic signals, signs, and roadway markings. MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Safe & Clean Facilities for Employees & the Public Manhours per Job Order n/a 5 4 3 6 5 Works Orders Satisfactorily Completed within 3 Business Days 84% 90% 90% 91% 90% 92%
Maintaining & completing work orders in a timely manner.
Complete certification for cross-training.
Correct facility deficiencies though review of existing systems and system components. FUTURE GOALS (FY16 & FY17)
Upgrade all parks and City lighting to LED energy efficiency system.
Complete the comprehensive maintenance program over a 5 to 10 year period.
Implement a system to track location of daily usage of barricades. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Completed 956 work orders over the fiscal year.
Installed new roof on well 6.
Installed new roof on dugout at Ferry Park.
Installed a new roof on the bath house at the Golf Course (Pines). PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 111  001 GENERAL FUND - 1240 STREETS Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: 613,050 668,858 656,743 600,000 312-4100 Local Option Fuel Tax 550,000 -8.33% - - - - 312-4200 Local Option Fuel Tax - 2nd (NEW) 240,000 100.00% 1,800 - - - 325-1001 Sidewalk/Asphalt - 0.00% 1,966 8,805 1,282 1,966 325-1002 Girard Avenue 1,283 -34.74% 3,432 3,395 3,432 3,433 325-1003 Stokes Avenue 5,882 71.34% 62,272 75,564 77,830 94,208 344-9008 DOT Lighting Maintenance Contract 97,035 3.00% 1,029 16,369 - - Grant Revenue - 0.00% $ 685,800 $ 777,660 $ 743,838 $ 702,107 TOTAL REVENUES $ 899,200 28.07% Personal Services: 5.50 5.50 5.50 6.00 Number of Funded Employees (FTE's) 6.00 136,022 130,737 122,680 157,158 541-1200 Regular Salaries 153,543 -2.30% - 2,199 3,940 - 541-1202 Incentive/Merit Pay - 0.00% - 11,840 10,362 - 541-1300 Part-Time Wages - 0.00% 269 124 29 1,000 541-1400 Salaries - Overtime 1,000 0.00% 8,020 8,267 7,894 8,895 541-2100 FICA Taxes 9,347 5.09% 1,876 1,933 1,847 2,080 541-2101 Medicare 1,258 -39.51% 20,674 22,321 19,351 23,904 541-2200 Retirement Contributions 10,654 -55.43% 2,332 2,742 2,955 4,010 541-2204 Retirement Contributions - DC Plan 5,942 48.18% 16,727 25,877 25,211 40,033 541-2300 Dental, Life & Health Insurance 41,845 4.53% 8,341 9,255 8,947 10,589 541-2400 Worker's Compensation 10,208 -3.60% $ 194,261 $ 215,294 $ 203,215 $ 247,669 Total Personal Services $ 233,797 -5.60% Operational Expenditures: 18 - 17 - 541-4000 Travel and Per Diem - 0.00% 283 324 925 905 541-4100 Communication Services 996 10.06% 239,199 246,600 242,872 258,935 541-4300 Utilities 287,293 10.95% 68 71 71 75 541-4400 Rentals & Leases 8,875 11733.33% 3,822 4,025 9,853 7,600 541-4620 Vehicle Repair 7,600 0.00% 2,873 7,864 5,497 3,000 541-4630 Equipment Repair 3,000 0.00% - - 23,573 10,000 541-4650 Grounds Maintenance 10,000 0.00% 4,945 3,586 4,142 3,285 541-5200 Operating Supplies 3,285 0.00% 9,379 10,652 10,957 11,185 541-5204 Fuel & Oil 11,951 6.85% 1,230 1,146 1,178 750 541-5210 Uniform Expense 750 0.00% - 55 - - 541-5231 Computer Hardware/Software - 0.00% 141 836 1,446 900 541-5233 Tools 900 0.00% 966 1,096 1,037 1,820 541-5234 Safety Supplies/Equipment 1,820 0.00% 5,864 4,707 3,612 5,000 541-5300 Road Materials & Supplies 5,000 0.00% 1,187 4,104 3,330 4,000 541-5304 Street Materials/Concrete 1,000 -75.00% 200 - 394 560 541-5500 Training 560 0.00% 178,545 171,477 264,714 308,015 Total Operating Expenditures 343,030 11.37% Capital Outlay: (5,082) 11,647 - - 541-6351 Roads - 0.00% 1,043 - 20,241 2,500 541-6402 Equipment 121,600 4764.00% - - 668 - 541-6821 Intangible Assets - Software - 0.00% $ (4,039) $ 11,647 $ 20,910 $ 2,500 Total Capital Outlay $ 121,600 4764.00% Capital Improvements Program: 123,497 128,411 - - 5018 - Street Resurfacing 100,000 100.00% - 88,164 - - 5306 - Sidewalk Construction - 0.00% - - - 65,000 5327 - Hooper Drive Improvement - -100.00% 82,418 49,261 81,724 Prior Years Capital Improvement Program - 0.00% $ 205,915 $ 265,836 $ 81,724 $ 65,000 Total Capital Improvements Program $ 100,000 53.85% $ 574,682 $ 664,254 $ 570,563 $ 623,184 TOTAL EXPENSES $ 798,427 28.12% $ 111,118 $ 113,406 $ 173,274 $ 78,923 NET REVENUE / (EXPENSE) $ 100,772 27.68% 1240-Streets 9/30/2014 2:16 PM 112 STREETS Share of City Budget $798,427, 2.1% DESCRIPTION Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. MISSION Provide a safe and reliable transportation network. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 91.8% 91.9% 94.0% annual measure 96.0% 96.0% Streets With Sidewalks on At Least One Side 80.0% 81.0% 81.0% annual measure 84.0% 84.0% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget n/a 100% 100% annual measure 100% 100%
Develop a Sidewalk Deficiency Map in GIS to create a 5-year and 10-year prioritized Sidewalk Construction Program.
Using the City's MicroPaver Pavement Condition Index, the following streets are recommended for resurfacing and/or restriping: Baker Avenue NW from Holmes Boulevard NW to Sotir Street NW, and restriping of Hill Avenue NW from Hollywood Boulevard NW to Lovejoy Road NW. FUTURE GOALS (FY16 & FY17)
Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways.
Update the MicroPaver Pavement Condition Index within three years.
Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Completed installation of 3,200 linear feet of sidewalk along Wright Parkway through FDOT Lap Grant.
Resurfaced Hollywood Boulevard from Eglin Parkway (SR85) to Chicago Avenue SE.
Constructed and paved Hooper Drive NW, the last remaining dirt road in the City. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 113  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 44,256 120,789 51,848 50,000 519-1216 Final Leave Pay 69,403 38.81% Final Leave Pay - vac/sick accrual 46,751 6,825 22,593 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 91,007 $ 127,614 $ 74,441 $ 75,000 Total Personal Services $ 94,403 25.87% Operating Expenditures: - 10,124 750 74,700 519-3100 Professional Services 103,000 37.88% - - 2,531 - 519-3400 Other Services - 0.00% - - - 1,240 519-4000 Travel and Per Diem 1,424 14.84% - - 11,247 - 519-4100 Communication Services - 0.00% 2,879 9,684 2,655 2,800 519-4400 Rentals & Leases 2,906 3.79% - - - 6,100 519-4911 Holiday Gift Certificates 6,100 0.00% (9) 106 (1) - 519-4913 Cash Over/(Short) - 0.00% 10,740 4,124 (174) - 519-4916 Inventory Over/(Short) - 0.00% 2,950 45,921 - - 519-49XX Disaster Recovery - 0.00% - - - 161,536 519-4995 Contingencies 161,536 0.00% - - - 8,455 519-5231 Computer Hardware/Software 13,155 55.59% Software Upgrades per IT Plan 16,040 193,949 26,564 - Prior Year Expenditures - 0.00% $ 32,600 $ 263,908 $ 43,573 $ 254,831 Total Operating Expenditures $ 288,121 13.06% Capital Outlay - - - 106,955 519-6404 Trucks 73,000 -31.75% - - - 49,000 519-6420 Computer Hardware/Software 50,650 3.37% - - - 155,955 Total Capital Outlay 123,650 -20.71% Other Financing Activity - - (15,528) (16,654) 513-9916 Cost Allocation Reimb from FBC Fund (41,216) 147.48% - - (16,998) (12,539) 513-9917 Salary Reimb from CDBG Fund (2,193) -82.51% - - (86,317) (94,407) 513-9919 Cost Allocation Reimb from CRA Fund (156,209) 65.46% - - (868,604) (880,148) 513-9941 Cost Allocation Reimb from Utilities Fund (1,012,994) 15.09% - - (289,842) (294,397) 513-9943 Cost Allocation Reimb from Sanitation Fund (356,228) 21.00% - - - - 513-9944 Cost Allocation Reimb from Golf Fund - 0.00% - - (73,372) (74,376) 513-9945 Cost Allocation Reimb from Stormwater Fund (150,987) 103.01% 20,936 (309) (90,263) 5,100 581-9121 Transfer to Debt Service Fund 5,100 0.00% Phone System Lease - year 2 of 6 - 18,909 7,250,570 - 581-9175 Transfer to Golf Fund - 0.00% $ 20,936 $ 18,600 $ 5,809,646 $ (1,367,421) Total Other Financing Activity $ (1,714,727) 25.40% $ 144,543 $ 410,121 $ 5,927,659 $ (881,635) TOTAL EXPENSES $ (1,208,553) 100.00% 196.60 198.08 183.26 212.04 Number of Funded Employees (FTE's) 208.75 -1.55% 355,822 308,000 399,362 355,664 City Council 345,949 -2.73% 598,390 568,763 685,768 630,214 City Manager 710,250 12.70% 678,483 744,073 742,980 793,794 Human Resources 827,060 4.19% 184,502 201,398 196,783 213,180 City Clerk 203,913 -4.35% 718,514 741,934 783,212 801,231 Finance 780,426 -2.60% 5,381,535 5,201,487 4,608,644 4,925,198 Police 4,757,359 -3.41% 3,940,274 4,460,854 3,865,586 3,878,856 Fire 3,897,977 0.49% 4,832,115 4,903,423 5,432,321 5,031,880 Recreation Services 5,424,833 7.81% 2,282,916 2,390,782 2,197,042 2,589,462 Engineering Services 2,890,973 11.64% 144,543 410,121 5,927,659 (881,635) Non-Departmental (1,208,553) 37.08% $ 19,117,095 $ 19,930,834 $ 24,839,357 $ 18,337,844 TOTAL FUND EXPENSES $ 18,630,188 1.59% $ (257,929) $ (2,579,722) $ 3,630,953 $ 0 NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_001 10/1/2014 4:23 PM 114  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses 0.04% of the City’s activities and services and accounts for revenues from grants and forfeitures that are legally restricted for specific purposes such as crime prevention, community policing, and drug education. Per State Statute, law enforcement agencies that receive at least $15,000 in forfeitures within a fiscal year must expend or donate no less than 15% of such funds to support drug abuse prevention, crime prevention, or safe neighborhood programs. Revenue Highlights $60,000 Budget. $50,000 …… 2014-15. $ Change % Change Interest & Other 3,715 0 0.0% $40,000 Use of Reserves 12,785 0 0.0% $30,000 $16,500 $0 0.0% $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Intergov't Revenue Interest & Other Appropriations • Intergovernmental revenue refers to grants, which are accounted for through a budget amendment when awarded to the City and therefore never included in the adopted budget. • Forfeitures comprise the main revenue source of this fund, but the Florida Attorney General has opined that it is not permissible to budget forfeiture revenues. Therefore, an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. Expenditure Highlights $300,000 Budget. $250,000 …… 2014-15 $ Change % Change Personal Services 0 0 0.0% $200,000 Operations & Maintenance 16,500 0 0.0% $150,000 $16,500 $0 0.0% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The elimination of budgeted personnel expense is the result of police department staffing reductions made in prior years and the remaining personnel no longer having the time to perform activities that are eligible to be funded here. • Attorney fees for forfeitures account for the increase in operational expenses; however, these fees are recouped by the proceeds from the forfeiture cases. 115  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 28,892 20,123 16,173 - Grant Revenues - 0.00% $ 28,892 $ 20,123 $ 16,173 $ - Total Grants $ - 0.00% $ 28,892 $ 20,123 $ 16,173 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 367 100 717 - 1800-356-1000 Fines & Forfeitures - 0.00% 16,404 30,704 32,241 - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% 1,060 666 59 - 1800-359-3000 Restitution - 0.00% $ 17,831 $ 31,470 $ 33,017 $ - Total Fines & Forfeitures $ - 0.00% $ 17,831 $ 31,470 $ 33,017 $ - TOTAL FINES & FORFEITURES $ - 0.00% 2,326 1,378 1,752 3,715 1800-361-1000 Interest Income 3,715 0.00% (778) 579 (539) - 1800-361-3000 Unrealized Gain/(Loss) - 0.00% - (36) (820) - 1800-361-4000 Realized Gain/(Loss) - 0.00% $ 1,547 $ 1,921 $ 393 $ 3,715 Total Interest Income $ 3,715 0.00% 1,746 - 859 - 1800-364-1000 Sale of Surplus Assets - 0.00% 629 - - - 1800-366-1000 Contributions/Donations - 0.00% - 343 - - 1800-369-9000 Miscellaenous Revenue - 0.00% $ 2,375 $ 343 $ 859 $ - Total Other Revenues $ - 0.00% $ 3,922 $ 2,264 $ 1,253 $ 3,715 TOTAL INTEREST & OTHER REVENUES $ 3,715 0.00% - - - 12,785 1600-389-9100 Appropriation from Fund Balance 12,785 0.00% $ - $ - $ - $ 12,785 Total Non-Operating Sources $ 12,785 0.00% $ - $ - $ - $ 12,785 TOTAL TRANSFERS IN $ 12,785 0.00% $ 50,644 $ 53,857 $ 50,443 $ 16,500 TOTAL FUND REVENUES $ 16,500 0.00% 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 25,389 17,807 11,673 - Grant Expenses - 0.00% $ 25,389 $ 17,807 $ 11,673 $ - Total Grant Expenses $ - 0.00% Personal Services: 1,711 1,329 - - 521-1200 Regular Salaries - 0.00% 106 82 - - 521-2100 FICA Taxes - 0.00% 25 19 - - 521-2101 Medicare - 0.00% 441 423 - - 521-2201 Retirement Contributions - Police Pension - 0.00% 40 33 - - 521-2400 Worker's Compensation - 0.00% - - - - Wages/Benefits Transferred from General Fund - 0.00% $ 2,323 $ 1,886 $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: - 4,480 287 5,000 521-3100 Professional Services 5,000 0.00% 7,226 13,381 13,499 10,000 521-3101 Legal Services 10,000 0.00% 395 1,349 312 500 521-4915 Legal Advertising 500 0.00% 305 415 418 1,000 521-5200 Operating Supplies 1,000 0.00% $ 7,926 $ 19,624 $ 14,515 $ 16,500 Total Operating Expenditures $ 16,500 0.00% Capital Outlay: 3,900 18,275 - - 521-6403 Vehicles - 0.00% $ 3,900 $ 18,275 $ - $ - Total Capital Outlay $ - 0.00% 102 - LETF 9/30/2014 2:25 PM 116  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Other Financing Activity: 4,553 - - - 581-9101 Transfer to General Fund - 0.00% $ 4,553 $ - $ - $ - Total Other Financing Activity $ - 0.00% $ 44,092 $ 57,593 $ 26,188 $ 16,500 STATE EXPENDITURES $ 16,500 0.00% 1820 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 7,004 4,701 8,964 - 1543-521-5210 Uniform Expense - 0.00% 1,193 - - - 521-5223 Donation/Alumni Spending - 0.00% $ 8,197 $ 4,701 $ 8,964 $ - Total Operating Expenditures $ - 0.00% $ 8,197 $ 4,701 $ 8,964 $ - FEDERAL EXPENDITURES $ - 0.00% $ 52,289 $ 62,294 $ 35,153 $ 16,500 TOTAL FUND EXPENSES $ 16,500 0.00% $ (1,644) $ (8,437) $ 15,290 $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 9/30/2014 2:25 PM 117  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses 0.02% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes such as school crossing guards and police officer training. Revenue Highlights $25,000 Budget. …… 2014-15 $ Change % Change $20,000 Interest & Other 7,135 0 0.0% Use of Reserves 1,490 0 0.0% $15,000 $8,625 $0 0.0% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Interest & Other Appropriations • Traffic fines have declined over the years as the state retains a larger portion of the revenue for court and clerk operations. Expenditure Highlights $25,000 Budget. $20,000 …… 2014-15 $ Change % Change Operations & Maintenance 8,625 0 0.0% $15,000 $8,625 $0 0.0% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Replenish Reserves • All police officer training is accounted for in this fund. 118  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 7,900 7,267 7,215 7,000 1830-351-5020 Traffic Fines - Training 7,000 0.00% $ 7,900 $ 7,267 $ 7,215 $ 7,000 Total Fines & Forfeitures $ 7,000 0.00% $ 7,900 $ 7,267 $ 7,215 $ 7,000 TOTAL FINES & FORFEITURES $ 7,000 0.00% 69 44 64 135 1830-361-1000 Interest Income 135 0.00% (25) 23 (22) - 1830-361-3000 Unrealized Gain/(Loss) - 0.00% - (1) (34) - 1830-361-4000 Realized Gain/(Loss) - 0.00% $ 45 $ 65 $ 8 $ 135 Total Interest Income $ 135 0.00% $ 45 $ 65 $ 8 $ 135 TOTAL INTEREST & OTHER REVENUES $ 135 100.00% - - - 1,490 1600-389-9100 Appropriation from Fund Balance 1,490 0.00% $ - $ - $ - $ 1,490 Total Non-Operating Sources $ 1,490 0.00% $ - $ - $ - $ 1,490 TOTAL TRANSFERS IN $ 1,490 100.00% $ 7,945 $ 7,332 $ 7,223 $ 8,625 TOTAL FUND REVENUES $ 8,625 0.00% Personal Services: - - - - Number of Employees (FTE's) - - - - - 521-1200 Regular Salaries - 0.00% - - - - 521-2100 FICA Taxes - 0.00% - - - - 521-2101 Medicare - 0.00% - - - - 521-2300 Dental, Life & Health Insurance - 0.00% - - - - 521-2400 Worker's Compensation - 0.00% $ - $ - $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: 2,774 1 12 2,950 521-3100 Professional Services 2,950 0.00% 2,363 3,091 2,486 4,575 521-4000 Travel and Per Diem 4,575 0.00% 2,145 1,775 3,406 1,100 521-5500 Training 1,100 0.00% $ 7,282 $ 4,867 $ 5,904 $ 8,625 Total Operating Expenditures $ 8,625 0.00% Other Financing Activity: - - - - 581-9900 Reserved - Undesignated Fund Balance - 0.00% $ - $ - $ - $ - Total Other Financing Activity $ - 0.00% $ 7,282 $ 4,867 $ 5,904 $ 8,625 TOTAL FUND EXPENSES $ 8,625 0.00% $ 663 $ 2,464 $ 1,319 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 9/30/2014 2:25 PM 119  Florida Building Code Fund The Florida Building Code (FBC) Fund encompasses 0.9% of the City’s activities and services and accounts for revenues from building permits and inspections that are legally restricted for enforcing the Florida Building Code per State Statute. Revenue Highlights $450,000 Budget. $400,000 …… 2014-15. $ Change % Change $350,000 Licenses & Permits 314,900 27,850 9.7% $300,000 Interest & Other 2,195 0 0.0% $250,000 Appropriation from Reserves 13,754 13,754 100.0% $200,000 $330,849 $41,604 14.4% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2013-14 Licenses & Permits Interest & Other Appropriation From Reserves • Building permit and inspection revenues are forecasted to increase due to growing building activity. • Now in its second year, reserves are being allocated for the purchase of capital outlay. Expenditure Highlights $350,000 Budget. $300,000 $ Change % Change 2014-15. …… $250,000 Personal Services 240,250 10,253 3.8% Operations & Maintenance 69,600 28,291 68.5% $200,000 Capital Outlay 21,000 21,000 100.0% $150,000 Replenish Reserves 0 -17,939 -100.0% $100,000 $330,849 $41,604 14.4% $50,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The increase in operating expenses is due to an increase in the cost allocation expense as a result of the new study that was completed in July 2014. • The capital outlay expense is related to the purchase of an SUV to replace an older model Ranger. 120  106 FLORIDA BUILDING CODE FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Revenues: - - 175,568 136,000 322-1000 Building Permits 149,000 9.56% - - 6,004 5,500 322-1001 Re-Inspection Fee 6,600 20.00% - - 12,000 10,000 322-1002 Working Without A Permit Fee 12,000 20.00% - - 2,495 2,250 322-1010 Notice of Commencement 2,500 11.11% - - 4,487 4,500 322-1020 Certificate of Occupancy/Completion/Use 4,500 0.00% - - 38,655 33,000 322-1030 Processing Fee 36,300 10.00% - - 28,883 17,000 322-2000 Electrical Permits 20,400 20.00% - - 19,610 10,000 322-3000 Plumbing Permits 11,000 10.00% - - 6,208 5,500 322-4000 Gas Permits 5,500 0.00% - - 46,241 14,000 322-5000 Mechanical Permits 15,000 7.14% - - 1,168 800 322-9090 Surcharge F.S. 468.631 & 553.721 800 0.00% $ - $ - $ 341,319 $ 238,550 Total Licenses & Permits $ 263,600 10.50% - - 65,898 45,000 329-1000 Building Plan Review 47,500 5.56% - - 4,053 3,500 329-3000 Sign/Banner Permit 3,800 8.57% $ - $ - $ 69,951 $ 48,500 Total Other Licenses & Permits $ 51,300 5.77% $ - $ - $ 411,270 $ 287,050 TOTAL LICENSES & PERMITS $ 314,900 9.70% - - 930 2,195 361-1000 Interest Income 2,195 0.00% - - (388) - 361-3000 Unrealized Gain/(Loss) - 0.00% - - (590) - 361-4000 Realized Gain/(Loss) - 0.00% $ - $ - $ (48) $ 2,195 Total Interest Income $ 2,195 0.00% $ - $ - $ (48) $ 2,195 TOTAL INTEREST & OTHER REVENUES $ 2,195 0.00% - - - - 389-9100 Appropriation from Unassigned Fund Balance 13,754 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 13,754 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 13,754 0.00% $ - $ - $ 411,221 $ 289,245 TOTAL REVENUES $ 330,849 14.38% 106 - FBC 10/1/2014 4:26 PM 121  106 FLORIDA BUILDING CODE FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: - - 3.70 4.00 Number of Funded Employees (FTE's) 4.00 - - 132,482 159,164 524-1200 Regular Salaries 165,468 3.96% - - 106 106 524-1201 Service Awards - -100.00% - - 3,436 - 524-1202 Incentive/Merit Pay - 0.00% - - 235 200 524-1400 Salaries - Overtime 200 0.00% - - 7,919 9,326 524-2100 FICA Taxes 9,369 0.46% - - 1,852 2,181 524-2101 Medicare 2,191 0.46% - - 19,007 19,693 524-2200 Retirement Contributions 22,433 13.91% - - 4,618 5,912 524-2204 Retirement Contributions - DC Plan 6,131 3.70% - - 18,077 21,988 524-2300 Dental, Life & Health Insurance 25,549 16.20% - - 2,510 2,899 524-2400 Worker's Compensation 3,022 4.24% - - - 8,528 524-1291 Salary Allocation Reimb to General Fund 5,887 -30.97% $ - $ - $ 190,243 $ 229,997 Total Personal Services $ 240,250 4.46% Operating Expenditures: - - 10,714 8,914 524-3100 Professional Services 9,054 1.57% - - 1,874 2,970 524-4000 Travel and Per Diem 2,970 0.00% - - 1,861 1,837 524-4100 Communication Services 2,317 26.13% - - 13 100 524-4200 Postage 100 0.00% - - 471 450 524-4620 Vehicle Repair 450 0.00% - - - 150 524-4700 Printing & Binding 150 0.00% - - - 100 524-4911 Holiday Gift Certificates 100 0.00% - - 8 50 524-5200 Operating Supplies 50 0.00% - - 1,952 2,160 524-5204 Fuel & Oil 3,359 55.50% - - 288 400 524-5210 Uniform Expense 655 63.75% - - 1,071 225 524-5231 Computer Hardware/Software 1,600 611.11% - - 1,365 2,874 524-5400 Books, Dues & Publications 2,894 0.70% - - 1,454 1,900 524-5500 Training 2,020 6.32% - - 2,5251500-524-4995 Contingencies 2,665 5.54% $ - $ - $ 21,071 $ 24,655 Total Operating Expenditures $ 28,384 15.12% Capital Outlay: - - - - 524-6404 Trucks 21,000 100.00% - - 1,262 - 524-6420 Computer Hardware/Software - 0.00% $ - $ - $ 1,262 $ - Total Capital Outlay $ 21,000 0.00% Other Financing Activity: - - 15,528 16,654 524-9901 Cost Allocation Reimbursement to General Fund 41,216 147.48% - - - 17,939 581-9999 Fund Balance - Reserved for Future Appropriation - -100.00% $ - $ - $ 15,528 $ 34,593 Total Other Financing Activity $ 41,216 19.15% $ - $ - $ 228,104 $ 289,245 TOTAL EXPENSES $ 330,849 14.38% $ - $ - $ 183,117 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 106 - FBC 10/1/2014 4:26 PM 122 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $330,849, 0.9% DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application n/a 91% 93% 95% 95% 95% % of Commercial Permits Issued within 5 Business Days of Application n/a 94% 92% 94% 90% 95% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request n/a 100% 96% 95% 95% 95% % of Commercial Inspections Completed within 3 Business Days of Request n/a 100% 96% 95% 95% 95%
Continued coordination with key developers and contractors to determine areas where greater efficiencies can be achieved.
Enhance contractor and developer education through no less than two training seminars provided by the Building Division.
Transition office staff to Naviline to use the program to it fullest potential. FUTURE GOALS (FY16 & FY17)
Achieve a fully electronic submittal and review process for building permits and inspections to minimize turnaround times.
Obtain a Master Code Professional and all other required certifications for Building Inspectors. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Revised the development and plan review process to achieve completion times spelled out in the LDC.
Sent Combination Inspector to cross training classes for electrical and mechanical.
Implemented revised sections to the Land Development Code. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 123  Community Development Block Grant Fund The Community Development Block Grant (CDBG) Fund encompasses 0.4% of the City’s activities and services and accounts for grant funds from the US Department of Housing and Urban Development that are legally restricted for specific purposes such as housing rehabilitation and after school programs to benefit low and moderate income families. Revenue Highlights $180,000 $160,000 $140,000 Budget. 2014-15. …… $ Change % Change $120,000 Intergov’t Revenue 115,400 -2,239 -1.9% $100,000 Approp. from Reserves 19,403 19,403 100.0% $80,000 $117,639 $17,164 14.6% $60,000 $40,000 $20,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Intergov't Revenue Interest & Other • Revenues from the Federal entitlement are largely population-based. The City’s population is relatively stable since the community is built-out, so fewer dollars are allocated each year. Expenditure Highlights $180,000 $160,000 Budget. $140,000 ……2014-15 $ Change % Change Personal Services 17,310 -3,212 15.7% $120,000 Operations & Maintenance 29,960 10,982 57.9% $100,000 $80,000 Capital Outlay/Imprvmt 66,466 -1 0.0% $60,000 Interfund Transfers Out 21,067 9,395 80.5% $40,000 $117,639 $17,164 14.6% $20,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Personal services include four summer camp counselors and one person’s administrative time (previously accounted for as an interfund transfer). • Operational expenses are down due to previous year’s focus on capital projects, which, for this year include Eleanor Johnson Restrooms and Phase I of the Sewer Lateral Program. 124  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 153,012 111,610 55,411 117,639 1900-331-5027 Annual Entitlement Grant 115,400 -1.90% $ 153,012 $ 111,610 $ 55,411 $ 117,639 Total Federal Grants $ 115,400 -1.90% $ 153,012 $ 111,610 $ 55,411 $ 117,639 TOTAL INTERGOVERNMENTAL REVENUE $ 115,400 -1.90% - 5 - - Discounts - 0.00% $ - $ 5 $ - $ - Total Other Revenues $ - 0.00% $ - $ 5 $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 153,012 $ 111,614 $ 55,411 $ 117,639 TOTAL FUND REVENUES $ 115,400 -1.90% 107 - CDBG 10/2/2014 12:55 PM 125  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: - - 5,764 8,528 1900-554-1291 Salary Allocation Reimb to General Fund 5,887 -30.97% $ - $ - $ 5,764 $ 8,528 Total Personal Services $ 5,887 -30.97% Operating Expenditures: - - - - 1900-554-3100 Professional Services 12,540 100.00% - 611 - 600 1900-554-4000 Travel and Per Diem 600 0.00% 64 14 63 10 1900-554-4200 Postage 10 0.00% 1,604 1,483 1,035 1,500 1900-554-4915 Legal Advertising 1,500 0.00% - 350 - 350 1900-554-5500 Training 350 0.00% Land Clearance - - - 10,000 1910-554-3400 Nuisance Abatement 10,000 100.00% - - 9,473 - Economic Development - 0.00% 12,270 30,415 - - Housing Rehabilitation - 0.00% 89,925 42,077 15,567 17,645 Public Services 17,310 -1.90% 0.48 0.48 0.48 0.48 Number of Employees (FTE's) 0.48 1940-554-1300 Chester Pruitt - Part-Time Wages 10,030 0.00% 1940-554-2100 Chester Pruitt - FICA Taxes 622 0.00% 1940-554-2101 Chester Pruitt - Medicare - 0.00% 1940-554-2400 Chester Pruitt - Worker's Compensation 294 0.00% 1940-554-3451 Chester Pruitt - Program Instruction&Transportation 5,500 0.00% 1940-554-5251 Chester Pruitt - Program Expense 1,054 0.00% 1940-554-8200 Chester Pruitt - Grant & Aid $ 103,862 $ 74,950 $ 26,138 $ 30,105 Total Operating Expenditures $ 42,310 40.54% 23,778 13,802 8,955 37,467 Public Facilities 65,010 73.51% 1950-554-6353 Elanor Johnson Restrooms 1950-554-6355 Sewer Lateral Program Phase I - - - 29,000 Land Acquisition - -100.00% 23,778 13,802 8,955 66,467 Total Capital Improvements 65,010 -2.19% Other Financing Activity: 29,295 22,857 16,998 12,539 1600-554-9901 Salary Reimbursement to General Fund 2,193 -82.51% $ 29,295 $ 22,857 $ 16,998 $ 12,539 Total Other Financing Activity $ 2,193 -82.51% $ 156,935 $ 111,610 $ 57,855 $ 117,639 TOTAL FUND EXPENSES $ 115,400 -1.90% $ (3,923) $ 5 $ (2,445) $ - NET REVENUE / (EXPENSE) $ 0 0.00% 107 - CDBG 10/2/2014 12:55 PM 126 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $115,400, 0.3% DESCRIPTION The Community Development Block Grant provides Federal funding for housing and community development needs for low and moderate income areas. MISSION Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Ensure Decent Housing to Target Population Homes/Structures Improved through World/City Changers 10 14 n/a n/a n/a n/a Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area n/a n/a n/a 2 1 2 Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area n/a n/a n/a 0 3 1 Provide Access to Quality Public and Private Services Summer Youth Program Participants 44 43 64 n/a 50 40 After School Program Participants 1160 1258 705 20 1200 40 Applications Granted - Summer Youth Program n/a n/a 66% n/a n/a n/a Applications Granted - After School Program n/a n/a 100% n/a n/a n/a Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 28% 64% 35% annual measure 100% 100%
Eliminate blighting conditions on target areas by demolishing unsafe and dilapidated structures.
Increase access to quality public facilities and neighborhood livability by completing one capital improvement project.
Restore Summer Youth and After School Care Program participation.
Complete Analysis of Impediments to Fair Housing Study.
Complete update to Consolidated 5 Year Plan. FUTURE GOALS (FY16 & FY17)
Spend all grant funds in same year awarded.
Maintain a balanced approach to housing and community development needs. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Eliminated blighting conditions on target areas by demolishing 2 unsafe and dilapidated structures. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 127  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 4.4% of the City’s activities and services and accounts for funding derived from City of Fort Walton Beach and Okaloosa County Tax Increment Funding (TIF) – proceeds from increases in the taxable assessed value of the CRA District. The original CRA area was formed in 1980, with that being the base year for the purpose of determining the growth in assessed taxable value. In 1999 the CRA area was expanded to include an additional area. The TIF is determined by the growth in the assessed value of taxable property located in the CRA district from the base year to the current tax year and is multiplied by the current tax rate for the City and County. Expenditures in the CRA area target eliminating blight in residential and commercial areas. Revenue Highlights $1,800,000 Budget. $1,600,000 $ Change % Change 2014-15 …… $1,400,000 Ad Valorem Taxes 975,294 15,866 1.7% $1,200,000 Intergov’t Revenue 579,933 9,435 1.7% $1,000,000 Interest & Other 62,620 0 0.0% $800,000 Approp. from Reserves 13,129 13,129 100.0% $600,000 $1,630,976 $38,430 2.4% $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the City millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. • County Ad Valorem tax proceeds are accounted for as intergovernmental revenues. The County’s millage rate is 3.4308 mills. Expenditure Highlights $2,000,000 $1,800,000 Budget. $1,600,000 ……2014-15. $ Change % Change $1,400,000 Personal Services 497,693 -51.703 -9.4% $1,200,000 Operations & Maintenance 1,033,283 -8,077 -0.8% $1,000,000 Capital Outlay/Imprvmt 100,000 98,210 5486.6% $800,000 $600,000 $1,630,976 $38,430 2.4% $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The personal services decrease is attributable to a decline in police pension contributions. • The increase in capital outlay is associated with two projects that are planned: the replacement of signs within the CRA and a Gateway to the CRA. 128  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 693,075 638,388 608,797 764,738 2000-311-1000 Ad Valorem Taxes - City Original TIF 771,768 0.92% 202,975 165,430 151,297 194,690 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 203,526 4.54% $ 896,050 $ 803,818 $ 760,094 $ 959,428 Total Ad Valorem Taxes $ 975,294 1.65% $ 896,050 $ 803,818 $ 760,094 $ 959,428 TOTAL TAXES $ 975,294 1.65% 504,419 462,780 441,329 454,731 2000-338-2000 Ad Valorem Taxes - County Original TIF 458,912 0.92% 147,140 119,924 109,678 115,767 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 121,021 4.54% $ 651,559 $ 582,703 $ 551,007 $ 570,498 Total Local Shared Revenues $ 579,933 1.65% - 57,390 397,492 - Prior Years Grants - 0.00% $ - $ 57,390 $ 397,492 $ - Total Grants $ - 0.00% $ 651,559 $ 640,093 $ 948,499 $ 570,498 TOTAL INTERGOVERNMENTAL REVENUE $ 579,933 1.65% 37,559 23,237 27,299 62,620 1500-361-1000 Interest Income 62,620 0.00% (12,541) 8,698 (7,756) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - (534) (11,789) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 25,019 $ 31,402 $ 7,754 $ 62,620 Total Interest Income $ 62,620 0.00% - 987 2,032 - 1500-369-9000 Miscellaneous Revenue - 0.00% 11 17 55 - 1500-369-9091 Discounts - 0.00% $ 11 $ 1,004 $ 2,087 $ - Total Other Revenues $ - 0.00% $ 25,029 $ 32,406 $ 9,842 $ 62,620 TOTAL INTEREST & OTHER REVENUES $ 62,620 0.00% - - - - 1600-389-9100 Appropriation from Fund Balance 13,129 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 13,129 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 13,129 100.00% $ 1,572,638 $ 1,476,317 $ 1,718,435 $ 1,592,546 TOTAL FUND REVENUES $ 1,630,976 2.41% 109-Revenues 9/30/2014 2:20 PM 129  109 CRA FUND - 0800 POLICE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 2.00 5.00 5.00 5.00 Number of Employees (FTE's) 5.00 76,056 192,223 187,805 220,251 521-1200 Regular Salaries 209,582 -4.84% - - 106 - 521-1201 Service Awards - 0.00% - - 7,534 - 521-1202 Incentive/Merit Pay - 0.00% - - 7,672 - 521-1211 Police Pension Wages - 0.00% 3,244 9,325 7,881 8,175 521-1401 Salaries - Overtime Holiday Worked 8,175 0.00% 7,954 20,166 20,064 11,314 521-1501 Incentive Pay 9,147 -19.15% 5,280 13,279 13,964 15,807 521-2100 FICA Taxes 15,135 -4.25% 1,235 3,106 3,266 3,698 521-2101 Medicare 3,541 -4.26% 23,589 74,092 88,696 100,962 521-2201 Retirement Contributions - Police Officers 71,525 -29.16% 10,054 29,955 28,210 31,982 521-2300 Dental, Life & Health Insurance 22,623 -29.26% 2,256 6,441 6,634 7,408 521-2400 Worker's Compensation 7,040 -4.96% - - 45,484 47,884 521-1291 Salary Allocation Reimbursement to General Fund 42,945 -10.31% $ 130,477 $ 354,764 $ 421,050 $ 452,481 Total Personal Services $ 394,713 -12.77% Operating Expenses: - - 11,454 16,625 521-3100 Professional Services 15,685 -5.65% 1,033 2,544 2,169 2,950 521-4100 Communication Services 2,950 0.00% 432 1,500 2,377 1,094 521-4610 Maintenance Contracts 1,094 0.00% 1,317 2,565 4,216 2,000 521-4620 Vehicle Repair 2,000 0.00% - - 260 - 521-4630 Equipment Repair 1,250 100.00% - 64 150 175 521-4700 Printing & Binding 175 0.00% - - - 125 521-4911 Holiday Gift Certificates 125 0.00% - 45 - 250 521-5100 Office Supplies 10 -96.00% - 8,332 316 1,000 521-5200 Operating Supplies 938 -6.20% 4,622 12,795 21,963 20,370 521-5204 Fuel & Oil 18,199 -10.66% - 2,849 - 500 521-5210 Uniform Expense 925 85.00% - - 194 835 521-5213 Ammunition Expense 835 0.00% - 2,153 - - 521-5231 Computer Hardware/Software - 0.00% $ 7,404 $ 32,848 $ 43,099 $ 45,924 Total Operating Expenditures $ 44,186 -3.78% Capital Outlay: - 77,358 - - 521-6403 Passenger Vehicles - 0.00% - 2,428 896 - 521-6405 Communication Equipment - 0.00% 9,370 16,524 - - 521-6406 Specialized Equipment - 0.00% - 5,493 - - 521-6420 Computer Hardware/Software - 0.00% - 9,570 - - 521-6821 Software - 0.00% $ 9,370 $ 111,372 $ 896 $ - Total Capital Outlay $ - 0.00% $ 147,252 $ 498,984 $ 465,045 $ 498,405 TOTAL EXPENSES $ 438,899 -11.94% 109-0800-Police 9/30/2014 2:19 PM 130 POLICE (CRA) Share of City Budget $438,899, 1.2% DESCRIPTION The unit of five officers dedicated to the two CRA areas foster relationships with residents and business owners through a highly-visible approach including walking the neighborhoods and participating in events. Community involvement to devise solutions and monitor resolutions is strongly promoted. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Protect Life and Property Criminal Activity in Downtown Area 100 149 132 104 125 150
Reduce vandalism and other criminal activity, particularly during overnight hours, in the downtown area through preventative means such as police visibility and effective apprehension rates for order maintenance offenses, even as more people are drawn to area's entertainment FUTURE GOALS (FY16 & FY17)
Conduct at least two crime awareness / prevention presentations, in downtown locations or at public events, inviting business owners, employees, and members of the public to attend. Presentations will include both personal and commercial safety tips.
Establish a communication system, with voluntary participation, that will permit those who work and/or live in the CRA area to furnish information directly to officers, and each other (when desired), on a timely basis. Develop a daily or weekly posting of information and activities, as well as ad hoc postings of immediate information related to suspicious or criminal activity, sent by the police to subscribers. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Patrol activity was very high within the CRA area. Eleven thousand - five hundred calls for service were handled in the district last year, compared to slightly over nine thousand (9,000) during the previous year. The totals include both citizen requests and officer initiated
Additional traffic enforcement was conducted within the distric, especially on Miracle Strip Parkway and Brooks Street. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 131  109 CRA FUND - 2000 CRA Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 3.00 3.00 3.00 3.00 Number of Employees (FTE's) 3.00 44,394 73,683 69,780 72,820 552-1200 Regular Salaries 81,138 11.42% - 664 1,546 - 552-1202 Incentive/Merit Pay - 0.00% 869 333 4,977 250 552-1216 Final Leave Pay - -100.00% - 247 132 150 552-1400 Salaries - Overtime 150 0.00% - 124 125 - 552-1401 Salaries - Overtime Holiday Worked - 0.00% 2,924 4,322 4,193 4,210 552-2100 FICA Taxes 4,790 13.78% 684 1,011 981 985 552-2101 Medicare 1,120 13.73% 8,312 363 71 - 552-2200 Retirement Contributions - 0.00% 338 4,289 3,483 3,641 552-2204 Retirement Contributions - DC Plan 4,646 27.59% 4,796 12,290 12,239 13,761 552-2300 Dental, Life & Health Insurance 9,867 -28.30% 1,540 1,183 1,179 1,098 552-2400 Worker's Compensation 1,269 15.56% $ 63,859 $ 98,509 $ 98,705 $ 96,915 Total Personal Services $ 102,980 6.26% Operating Expenses: 15,000 9,915 4,224 2,000 552-3100 Professional Services 90,071 4403.55% 6,710 2,159 7,385 7,000 552-3101 Legal Services 7,000 0.00% 41,218 - - 21,500 552-3400 Other Services 50,000 132.56% 3,522 2,492 663 3,450 552-4000 Travel and Per Diem 2,700 -21.74% 553 599 616 1,945 552-4100 Communication Services 1,945 0.00% 29 135 1,549 50 552-4200 Postage 50 0.00% 122,856 124,962 123,846 131,210 552-4300 Utilities 139,601 6.40% 1,448 1,481 1,712 - 552-4400 Rentals & Leases - 0.00% 15 1,098 1,554 500 552-4620 Vehicle Repair 500 0.00% 15 175 23 250 552-4630 Equipment Repair 250 0.00% - 81 23 - 552-4640 Building Maintenance - 0.00% 74,053 42,101 48,150 94,636 552-4650 Grounds Maintenance 94,370 -0.28% - 24 606 1,250 552-4700 Printing & Binding 1,250 0.00% 21,399 14,606 35,118 15,000 552-4800 Promotional Activities 15,000 0.00% - - - 75 552-4911 Holiday Gift Certificates 75 0.00% 1,147 885 - 750 552-4912 Easement Recording Fees 750 0.00% - - 207 1,000 552-4915 Legal Advertising 1,000 0.00% 245 637 472 250 552-5100 Office Supplies 1,200 380.00% 779 1,012 4,256 1,060 552-5200 Operating Supplies 8,060 660.38% 216 3,942 4,021 4,140 552-5204 Fuel & Oil 3,942 -4.79% - 248 248 100 552-5210 Uniform Expense 100 0.00% 715 697 - - 552-5231 Computer Hardware/Software - 0.00% - 175 1,950 1,335 552-5233 Tools 1,335 0.00% - 108 500 250 552-5234 Safety Supplies/Equipment 250 0.00% 1,080 870 1,830 3,025 552-5400 Dues & Publications 3,025 0.00% 835 625 2,070 1,545 552-5500 Training 1,200 -22.33% Non-Operating: 17,000 90,046 305,777 608,708 552-8200 Grants and Aids 369,214 -39.34% $ 308,834 $ 298,488 $ 546,799 $ 901,029 Total Operating Expenditures $ 832,888 -7.56% Capital Outlay: - 23,380 95,497 - 552-6310 Improvements Other Than Buildings 100,000 0.00% 772 - - - 552-6355 Landscaping/Irrigation - 0.00% - 1,066 44,361 1,790 552-6402 Equipment - 100.00% $ 772 $ 24,446 $ 139,858 $ 1,790 Total Capital Outlay $ 100,000 100.00% Capital Improvements Program: 106,782 122,251 3,370 - 5018 - Pavement Improvement - 0.00% 134,669 73,565 24,604 - 5306 - Sidewalk Construction - 0.00% 50,421 764,978 256,406 - Prior Years Capital Improvement Program - 0.00% $ 291,873 $ 960,794 $ 284,380 $ - Total Capital Improvements Program $ - 0.00% Other Financing Activity: 78,076 71,981 86,317 94,407 552-9901 Cost Allocation Reimbursement to General Fund 156,209 65.46% $ 78,076 $ 71,981 $ 86,317 $ 94,407 Total Other Financing Activity $ 156,209 65.46% $ 743,414 $ 1,454,218 $ 1,156,059 $ 1,094,141 TOTAL EXPENSES $ 1,192,077 8.95% 5.00 8.00 8.00 8.00 Number of Funded Employees (FTE's) 8.00 0.00% 147,252 498,984 465,045 498,405 Police 438,899 -11.94% 743,414 1,454,218 1,156,059 1,094,141 CRA 1,192,077 8.95% $ 890,665 $ 1,953,202 $ 1,621,104 $ 1,592,546 TOTAL FUND EXPENSES $ 1,630,976 2.41% $ 681,973 $ (476,885) $ (300,216) $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 109-2000-CRA 10/2/2014 1:00 PM 132 COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $1,630,976, DESCRIPTION 4.2% The Community Redevelopment Area was established in 1980 and expanded in 1999 to address deteriorating conditions and facilitate economic growth and development within the designated area. Funding for infrastructure improvements and redevelopment activities comes from incremental increases in the taxable assessed value of the area. MISSION Rejuvenate the designated area to make it a place where citizens want to live, work, and play. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Attract & Retain Businesses in the Target Area New Businesses in the CRA n/a 29 32 28 40 30 Square Footage of Business Expansions in the CRA n/a 16,000 10,700 0 40,000 20,000 Decrease in Number of Vacant Commerical Properties n/a n/a 5% n/a n/a n/a Businesses Approved for Economic Incentive Grants n/a 7 38 8 40 20 Value of Economic Incentive Grants Provided to New or Expanding Businesses n/a $46,238 $380,314 $109,312 $325,000 $250,000 Private Investment Leveraged as a Result of Incentive Grants n/a n/a n/a $976,940 $2,000,000 $1,250,000 Grant Applications Approved within Two Weeks n/a n/a n/a 22% 75% 75% Attract & Retain Residents in the Target Area New Housing Units in the CRA n/a 11 5 0 200 10 Decrease in Number of Vacant Residential Properties n/a n/a 3% n/a n/a n/a Maintain a Balanced Approach to Funding Allocation Residential Area Improvements 22% 14% 12% annual measure 0% 25% Commercial Area Improvements 11% 35% 5% annual measure 0% 25% Crime Prevention 17% 26% 29% annual measure 32% 25% Maintenance & General Operations 51% 25% 54% annual measure 68% 25% Complete CRA Plan Projects Within Three Years From Appropriation Previous Year Funds Not Allocated to Projects as % of Current Year Ad Valorem Proceeds 272% 269% 292% annual measure 0% 0%
Work with the Recreational Services Department to update the Fort Walton Landing Master Plan.
Develop long-term (5-year and 10-year) capital improvements project list for the CRA District.
Develop better marketing materials for economic incentive programs available to new and expanding businesses in the CRA.
Complete at least 1 new public parking area in the CRA.
Complete Streetscape improvements along Carson Drive and Third Street.
Complete pedestrian improvements on Miracle Strip Pkwy.
Create new public parking maps for the downtown district; update signage in CRA, and provide a new downtown "gateway." FUTURE GOALS (FY16 & FY17)
Develop ways to increase the quantity of and access to public parking in the CRA.
Encourage private reinvestment through public improvements in the CRA.
Continue multi-modal improvements in the CRA. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Completed the Sound Side Apartments project, providing 200 new housing units in the CRA.
Completed the remediation of the Brownfields site at 25 Miracle Strip Pkwy.
Updated Development Agreement and approved new Development Order for Landmark Center.
Approved 11 business incentive grant applications; $1.02M in total private funds leveraged for $164K spent in public funds. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 133  Debt Service Fund The Debt Service Fund encompasses 2.8% of the City’s activities and services and accounts for the accumulation of resources for and the payment of general long-term debt principal and interest. Funds are transferred from the General Fund. Revenue Highlights $1,200,000 Budget. $1,000,000 2014-15. …… $ Change % Change Interfund Transfers In 1,030,404 -31,932 -3.0% $800,000 $1,030,404 $-31,932 -3.0% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $1,200,000 Budget. $1,000,000 ……2014-15. $ Change % Change Debt Service 1,030,404 -31,932 -3.0% $800,000 $1,030,404 $-31,932 -3.0% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Debt Service • Capital Lease/Purchases: Phone System (year 2 of 6) • Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 4 of 10) 2011B Revenue Note – Golf Mowers (year 4 of 5) 2013 Revenue Note – Municipal Facilities (year 2 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 2 of 15) 2015 Interfund Loan – Fire Pumper Truck (year 1 of 10) 134  201 DEBT SERVICE FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-2013 Adopted Adopted Change 455,903 455,333 181,484 198,619 1600-381-0100 Transfer from General Fund 163,662 -17.60% 2011 Cap Imp Rev Note -Ladder Truck- yr 4 of 10 2011 Cap Imp Rev Note -Golf Equipment- yr 4 of 5 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 Phone System Lease - year 2 of 6 2015 Bank Loan -Fire Pumper- yr 1 of 10 - - - 306,192 1600-381-1301 Transfer from General Fund - 2013 Sinking Fund 309,217 0.99% 2013 Revenue Note -Municipal Facilities- yr 2 of 18 - - - 557,525 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,525 0.00% 2013A Bank Loan -Recreation Complex- yr 2 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 2 of 10 2013A Bank Loan -Bucket Truck- yr 2 of 10 $ 455,903 $ 455,333 $ 181,484 $ 1,062,336 Total Interfund Transfers $ 1,030,404 -3.01% $ 455,903 $ 455,333 $ 181,484 $ 1,062,336 TOTAL TRANSFERS IN $ 1,030,404 -3.01% $ 455,903 $ 455,333 $ 181,484 $ 1,062,336 TOTAL FUND REVENUES $ 1,030,404 -3.01% Debt Service: 198,699 211,683 70,488 663,651 2100-517-7100 Principal Payments 681,019 2.62% 2011 Cap Imp Rev Note -Ladder Truck- yr 4 of 10 2011 Cap Imp Rev Note -Golf Equipment- yr 4 of 5 2013 Revenue Note -Municipal Facilities- yr 2 of 18 2013A Bank Loan -Recreation Complex- yr 2 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 2 of 10 2013A Bank Loan -Bucket Truck- yr 2 of 10 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 Phone System Lease - year 2 of 6 2015 Bank Loan -Fire Pumper- yr 1 of 10 235,890 243,582 202,719 398,685 2100-517-7200 Interest Expense 349,386 -12.37% 2011 Cap Imp Rev Note -Ladder Truck- yr 4 of 10 2011 Cap Imp Rev Note -Golf Equipment- yr 4 of 5 2013 Revenue Note -Municipal Facilities- yr 2 of 18 2013A Bank Loan -Recreation Complex- yr 2 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 2 of 10 2013A Bank Loan -Bucket Truck- yr 2 of 10 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 Phone System Lease - year 2 of 6 2015 Bank Loan -Fire Pumper- yr 1 of 10 377 377 627 - 2100-517-7300 Paying Agent Fees - 0.00% $ 434,967 $ 455,642 $ 273,835 $ 1,062,336 Total Debt Service $ 1,030,404 -3.01% $ 434,967 $ 455,642 $ 273,835 $ 1,062,336 TOTAL FUND EXPENSES $ 1,030,404 -3.01% $ 20,936 $ (309) $ (92,351) $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 201 - Debt 10/16/2014 2:12 PM 135  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.2% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that are being reserved for perpetual care. Cemetery operations are currently funded in the General Fund, but interest earnings on the reserves will be used for maintaining the cemetery once all spaces have been sold. Revenue Highlights $100,000 Budget. $90,000 $ Change % Change …… 2014-15. $80,000 Interest & Other 31,000 0 0.0% $70,000 Interfund Transfers In 36,000 0 0.0% $60,000 $50,000 $67,000 $0 0.0% $40,000 $30,000 $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Interest & Other Interfund Transfers • The City recently transitioned from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to a long-term externally-managed portfolio of equities and bonds, accounting for the budgeted increase in interest earnings. • Transfers In reflects the transfer of 20% of cemetery lot sales from the General Fund to fund perpetual care, as established by Ordinance 526. Expenditure Highlights $100,000 $90,000 Budget. $80,000 …… 2014-15 $ Change % Change $70,000 Operations & Maintenance 8,000 0 0.0% $60,000 Replenish Reserves 59,000 0 0.0% $50,000 $67,000 $0 0.0% $40,000 $30,000 $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Operations & Maintenance Interfund Transfers Replenish Reserves • Operations & maintenance includes the annual investment portfolio management fee. • Reserves reflect the excess of revenues over expenses; new funds for investment. 136  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 16,601 10,224 14,795 31,000 1500-361-1000 Interest Income 31,000 0.00% - - 11,508 - 1500-361-2000 Dividend Income - 0.00% (5,700) 4,337 14,774 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - (266) 7,718 - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 10,901 $ 14,295 $ 48,795 $ 31,000 Total Interest Income $ 31,000 0.00% $ 10,901 $ 14,295 $ 48,795 $ 31,000 TOTAL INTEREST & OTHER REVENUES $ 31,000 0.00% 33,251 37,818 38,526 36,000 2200-381-0100 Transfer from General Fund 36,000 0.00% $ 33,251 $ 37,818 $ 38,526 $ 36,000 Total Interfund Transfers $ 36,000 0.00% $ 33,251 $ 37,818 $ 38,526 $ 36,000 TOTAL TRANSFERS IN $ 36,000 0.00% $ 44,152 $ 52,113 $ 87,321 $ 67,000 TOTAL FUND REVENUES $ 67,000 0.00% Operating Expenditures: - 239 8,642 8,000 2200-539-3100 Professional Services 8,000 0.00% $ - $ 239 $ 8,642 $ 8,000 Total Operating Expenditures $ 8,000 100.00% Other Financing Activity: 13,149 21,486 3,290 - 1600-581-9102 Transfer to General Fund - 0.00% - - - 59,000 1600-581-9920 Reserve for Future Cemetery Perpetual Care 59,000 0.00% $ 13,149 $ 21,486 $ 3,290 $ 59,000 Total Other Financing Activity $ 59,000 0.00% $ 13,149 $ 21,724 $ 11,932 $ 67,000 TOTAL FUND EXPENSES $ 67,000 0.00% $ 31,003 $ 30,389 $ 75,389 $ - NET REVENUE / (EXPENSE) $ - 0.00% 602 - Beal 9/30/2014 2:26 PM 137  Utilities Fund The Utilities Fund encompasses 30.0% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Revenue Highlights $12 Budget. $10 2014-15. …… $ Change % Change Charges for Services 8,933,647 516,764 6.1% $8 Interest & Other 73,377 -9,444 11.4% Millions $6 Use of Reserves 2,158,692 1,654,873 328.5% $11,165,716 $2,162,193 24.0% $4 $2 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • Water and sewer rates are assumed to increase 5% on October 1, 2014 for budget purposes. A new five-year utility rate study is underway to determine the required rate increase to generate enough revenue to sustain a renewal and replacement reserve and account for the debt service associated with the new force main and pump station. • The full amount of budgeted use of reserves for capital projects may not be necessary depending on the outcome of the rate study. Expenditure Highlights $25 Budget. $20 2014-15. …… $ Change % Change Personal Services 2,159,549 140,934 7.0% $15 Operations & Maintenance 5,573,202 1,361,352 32.3% Millions Capital Outlay/Imprvmt 608,650 -198,229 -24.6% $10 Debt Service 1,603,190 286,394 21.7% Interfund Transfers Out 519,267 28,834 5.9% $5 Replenish Reserves 701,858 542,908 341.6% $0 $11,165,716 $2,162,193 24.0% Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The increase in operational & maintenance expenses is largely attributable to increased wastewater flows to Okaloosa County’s Arbennie Pritchett WRF, due to higher accuracy meters and the introduction of inflow and infiltration (I/I) into the system. • Debt service payments will increase to account for the new State Revolving Fund Loan for Pump Station #1 upgrades and Force Main replacement. 138  401 UTILITIES FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 1,697,545 1,764,412 1,773,267 1,886,514 1310-343-3000 Service Fees - Residential 1,988,624 5.41% 1,056,044 1,076,162 1,099,614 1,112,811 1310-343-3100 Service Fees - Commercial 1,194,981 7.38% 5,659 11,414 109,611 4,500 1500-343-3600 Connection Fees - Residential 13,395 197.67% 2,700 3,050 47,972 5,000 1500-343-3700 Connection Fees - Commercial 16,357 227.14% 56 2,532 12,542 500 1500-343-3810 Hydrant Service 500 0.00% $ 2,762,005 $ 2,857,569 $ 3,043,005 $ 3,009,325 Total Water Operations $ 3,213,857 6.80% 3,243,817 3,392,299 3,461,891 3,644,162 1350-343-5000 Service Fees - Residential 3,818,434 4.78% 1,388,175 1,447,465 1,487,634 1,530,396 1350-343-5100 Service Fees - Commercial 1,652,407 7.97% 7,580 12,660 104,100 4,500 1500-343-5600 Connection Fees - Residential 20,449 354.42% - 2,419 66,600 5,000 1500-343-5700 Connection Fees - Commercial 5,000 0.00% - - 1,819 - 1500-343-5894 Work Orders - 0.00% $ 4,639,572 $ 4,854,842 $ 5,122,044 $ 5,184,058 Total Sewer Operations $ 5,496,290 6.02% 2,943 4,500 3,125 3,500 0520-343-3001 Administrative Fee - Returned Checks 3,500 0.00% 89,880 102,397 95,314 105,000 1310-343-3200 Service Charges 105,000 0.00% 98,234 109,100 109,979 115,000 1310-343-3300 Penalties 115,000 0.00% $ 191,056 $ 215,997 $ 208,418 $ 223,500 Total Combined Operations $ 223,500 0.00% $ 7,592,633 $ 7,928,409 $ 8,373,467 $ 8,416,883 TOTAL CHARGES FOR SERVICES $ 8,933,647 6.14% 6,482 7,140 63,233 - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 9,135 6,795 43,800 - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 7,281 8,231 72,899 - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 9,402 8,123 53,303 - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 32,300 $ 30,290 $ 233,235 $ - Total Licenses & Permits $ - 0.00% $ 32,300 $ 30,290 $ 233,235 $ - TOTAL LICENSES & PERMITS $ - 0.00% 5,755 304,107 194,876 - 334 State Grants - 0.00% $ 5,755 $ 304,107 $ 194,876 $ - Total State Grants $ - 0.00% - - 1,676,418 - 5031-389-7000 Force Main Note Payable - 0.00% $ - $ - $ 1,676,418 $ - Total Proceeds from Debt/Loans $ - 0.00% $ 5,755 $ 304,107 $ 1,871,295 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 45,241 28,011 34,839 59,950 1500-361-1000 Interest Income 50,000 -16.60% 21,075 11,994 2,923 - 1500-361-1020 Interest Income - 2005 Bond - 0.00% (15,211) 11,502 (11,948) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - (706) (18,159) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 51,105 $ 50,802 $ 7,655 $ 59,950 Total Interest Income $ 50,000 -16.60% 15,439 15,902 16,380 16,871 1500-362-2020 Rental and Lease Income 17,377 3.00% $ 15,439 $ 15,902 $ 16,380 $ 16,871 Total Rents and Royalties $ 17,377 3.00% 70,168 7,993 (793,956) 5,000 1500-364-1000 Sale of Surplus Assets 5,000 0.00% 59,826 25,181 1,203 1,000 1500-369-9000 Miscellaneous Revenue 1,000 0.00% 14,977 226 - - 0000-369-9091 Discounts - 0.00% $ 144,971 $ 33,400 $ (792,752) $ 6,000 Total Other Revenues $ 6,000 0.00% $ 211,515 $ 100,104 $ (768,718) $ 82,821 TOTAL INTEREST & OTHER REVENUES $ 73,377 -11.40% 36,242 37,363 - 1600-382-4300 Transfer from Sanitation Fund - 0.00% $ 36,242 $ 37,363 $ - $ - Total Interfund Transfers $ - 0.00% - - - 503,819 1600-389-9110 Renewal & Replacement - -100.00% - - - - 1600-389-9515 Appropriation from Desig. Net Assets (2005 Bond) 2,158,692 0.00% $ - $ - $ - $ 503,819 Total Non-Operating Sources $ 2,158,692 328.47% $ 36,242 $ 37,363 $ - $ 503,819 TOTAL TRANSFERS IN $ 2,158,692 328.47% $ 7,878,446 $ 8,400,273 $ 9,709,279 $ 9,003,523 TOTAL FUND REVENUES $ 11,165,716 24.01% 401-Revenues 10/2/2014 1:04 PM 139  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 5.50 5.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 152,481 149,001 147,960 152,125 536-1200 Regular Salaries 153,882 1.15% - - 106 53 536-1201 Service Awards - -100.00% 10,837 11,038 11,585 11,258 536-1300 Part-Time Wages 12,004 6.63% - 12 16 100 536-1400 Salaries - Overtime 100 0.00% 9,963 9,724 9,840 9,697 536-2100 FICA Taxes 10,042 3.56% 2,330 2,274 2,301 2,268 536-2101 Medicare 2,007 -11.50% 20,638 20,520 22,040 22,216 536-2200 Retirement Contributions 16,679 -24.93% 4,347 5,230 4,770 4,893 536-2204 Retirement Contributions - DC Plan 6,257 27.87% 18,464 17,940 14,652 13,986 536-2300 Dental, Life & Health Insurance 16,972 21.35% 307 307 310 278 536-2400 Worker's Compensation 282 1.46% $ 219,367 $ 220,412 $ 219,402 $ 216,874 Total Personal Services $ 218,225 0.62% Operating Expenditures: - 64,141 69,563 74,616 536-3100 Professional Services 79,898 7.08% 15,830 15,972 16,031 16,230 536-3400 Other Services 16,230 0.00% 6,790 - - - 536-3410 Delinquent Collections - 0.00% - - - 100 536-4000 Travel and per Diem 100 0.00% 2,704 2,783 2,668 1,661 536-4100 Communication Services 1,661 0.00% 42,951 47,432 48,301 51,995 536-4200 Postage 56,995 9.62% 20,097 13,945 10,739 14,645 536-4300 Utilities 15,411 5.23% 15,050 1,875 - - 536-4610 Maintenance Contracts - 0.00% 30 301 - - 536-4630 Equipment Repair - 0.00% 2,136 1,779 1,760 2,600 536-4700 Printing & Binding 2,600 0.00% 993 1,175 2,287 2,500 536-5200 Operating Supplies 2,500 0.00% - - - 360 536-5210 Uniform Expense 360 100.00% 37,200 - - - 536-5230 ACH/Credit Card Fees - 0.00% 1,499 588 - 150 536-5231 Computer Hardware/Software - -100.00% - - - 300 536-5500 Training 300 0.00% $ 145,279 $ 149,992 $ 151,349 $ 165,157 Total Operating Expenditures $ 176,055 6.60% Capital Outlay: - 1,298 552 - 536-6420 Computer Hardware/Software - 0.00% $ - $ 1,298 $ 552 $ - Total TotalCapital CapitalOutlay Outlay $ - 0.00% 364,645 371,702 371,303 382,031 TOTAL EXPENSES 394,280 3.21% 0520-CustomerSvc 9/30/2014 2:21 PM 140 CUSTOMER SERVICE Share of City Budget $394,280, 1.0% DESCRIPTION Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, and collecting receivables. MISSION Provide superior customer service in the administration of utility accounts and and receivables. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed 1.4% 5.2% 2.5% 3.1% 2.0% 2.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 0.56% 0.45% 0.65% annual measure <1% <1%
Convert the credit card payment process for utility customers to Sungard/Selectron. The new process will be more efficient and offer the customer more options for payment methods. FUTURE GOALS (FY16 & FY17)
Revise Customer Service's policies and procedures. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Prepared an RFP for the City’s bad debt collections to include delinquent utility bills, code enforcement fees, fire safety inspection fees, and all other miscellaneous receivables.
Evaluated the credit card payment process for utility customers, and determined the most effective and efficient process will be to recommend contracting with Sungard/Selectron for credit card payment services. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 141  401 UTILITIES FUND - 1300 UTILITY SERVICES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 6.75 7.00 7.00 8.00 Number of Funded Employees (FTE's) 8.00 243,858 293,936 304,194 361,841 536-1200 Regular Salaries 371,016 2.54% - 1,680 6,026 - 536-1202 Incentive/Merit Pay - 0.00% 11,895 - - - 536-1300 Part-Time Wages - 0.00% 327 79 97 - 536-1400 Salaries - Overtime - 0.00% 3,421 3,955 4,217 4,863 536-2101 Medicare 5,018 3.20% 47,704 56,752 56,905 64,713 536-2200 Retirement Contributions 72,658 12.28% 1,983 5,650 6,913 8,704 536-2204 Retirement Contributions - DC Plan 9,009 3.51% 46,716 56,536 53,195 57,000 536-2300 Dental, Life & Health Insurance 59,251 3.95% 3,755 4,240 4,572 4,359 536-2400 Worker's Compensation 4,414 1.26% $ 374,285 $ 439,737 $ 454,151 $ 522,273 Total Personal Services $ 542,826 3.94% Operating Expenditures: 5,894 41,674 34,054 51,791 536-3100 Professional Services 51,426 -0.70% - - 200 - 536-3400 Other Services - 0.00% 1,105 2,186 303 940 536-4000 Travel and Per Diem 760 -19.15% 2,403 3,205 3,781 3,336 536-4100 Communication Services 4,632 38.85% 203 222 153 30 536-4200 Postage 150 400.00% 943 901 790 950 536-4300 Utilities 6,890 625.27% 2,552 2,128 2,128 2,128 536-4400 Rentals & Leases 2,128 0.00% 2,742 2,936 2,820 2,917 536-4610 Maintenance Contracts 2,923 0.21% 295 863 736 500 536-4620 Vehicle Repair 1,000 100.00% 340 1,068 1,463 700 536-4630 Equipment Repair 1,200 71.43% 1,525 1,220 3,050 64,600 536-4640 Building Maintenance 1,500 -97.68% - 169 - 5,500 536-4645 Heating/Cooling Repairs 5,500 0.00% 92 - - - 536-4912 Recording Fees - 0.00% 1,035 3,549 2,063 3,875 536-5100 Office Supplies 3,875 0.00% 1,420 3,320 3,608 3,500 536-5200 Operating Supplies 4,850 38.57% 1,915 1,970 1,586 2,350 536-5204 Fuel & Oil 2,553 8.65% 304 383 605 410 536-5210 Uniform Expense 610 48.78% 999 1,127 219 - 536-5231 Computer Hardware/Software - 0.00% 14 1,480 440 700 536-5233 Tools 1,750 150.00% - 99 21 340 533-5234 Safety Supplies/Equipment 425 25.00% 160 746 721 1,380 536-5400 Books, Dues & Publications 1,565 13.41% 1,249 10,515 9,569 10,160 536-5500 Training 9,860 -2.95% Non-Operating 398 398 398 398 536-8200 Grants & Aids 498 25.13% $ 4,458 $ 57,350 $ 29,821 $ 156,505 Total Operating Expenditures $ 104,095 -33.49% Capital Outlay: - - - 13,000 536-6310 Improvements Other Than Building 25,000 92.31% 919 25,385 2,042 6,050 536-6402 Equipment 4,600 -23.97% - 3,062 6,905 - 536-6420 Computer Hardware/Software - 0.00% - 1,869 6,686 - 536-6821 Software - 0.00% $ 919 $ 30,316 $ 15,634 $ 19,050 Total Capital Outlay $ 29,600 55.38% Capital Improvements Program: 120,005 30,640 - - Prior Years Capital Improvement Program - 0.00% $ 120,005 $ 30,640 $ - $ - Total Capital Improvements Program $ - 0.00% $ 499,667 $ 558,043 $ 499,606 $ 697,828 TOTAL EXPENSES $ 676,522 -3.05% 1300-Admin 9/30/2014 2:21 PM 142 UTILITY SERVICES Share of City Budget $676,522, 1.8% DESCRIPTION Utility Services is responsible for providing quality, safe, and cost effective potable water and sanitary sewer in compliance with all City, State, and Federal codes, policies, and other regulations. MISSION Provide high quality and cost effective services in all facets of water and wastewater operations. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days 98% 100% 100% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request 100% 99% 99% 99% 100% 100%
Complete construction of utility and infrastructure projects on schedule and within budget. FUTURE GOALS (FY16 & FY17)
Implement an aggressive in-house training program to increase the knowledge base and safety awareness of the employees through no less than once a month "brown bag" workshops for field employees and supervisors.
Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Completed 100% of the GPS data collection and GIS database creation for the City's utility infrastructure.
Completed all line spot tickets within the required time frame.
Procured a new team of City General Engineering Consultants. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 143  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 10.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 10.00 292,306 254,788 266,928 274,674 533-1200 Regular Salaries 313,387 14.09% - - 265 - 533-1201 Service Awards - 0.00% - 5,144 7,472 - 533-1202 Incentive/Merit Pay - 0.00% 809 1,156 1,901 2,700 533-1400 Salaries - Overtime 2,700 0.00% 1,683 1,824 1,585 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 17,094 17,036 16,314 15,913 533-2100 FICA Taxes 18,226 14.54% 3,998 3,984 3,815 3,722 533-2101 Medicare 3,904 4.88% 61,783 67,296 64,500 62,740 533-2200 Retirement Contributions 72,419 15.43% - - 3,039 3,741 533-2204 Retirement Contributions - DC Plan 5,193 38.82% 35,119 39,347 35,697 35,080 533-2300 Dental, Life & Health Insurance 47,484 35.36% 8,895 7,712 9,311 8,215 533-2400 Worker's Compensation 9,371 14.07% $ 421,687 $ 398,287 $ 410,826 $ 408,635 Total Personal Services $ 474,534 16.13% Operating Expenditures: 20,074 7,675 7,099 10,875 533-3100 Professional Services 10,745 -1.20% - 88 - 90 533-3400 Other Services 90 0.00% 147 234 303 600 533-4000 Travel and Per Diem 600 0.00% 2,093 2,033 3,946 3,572 533-4100 Communication Services 3,572 0.00% 204,339 182,345 167,272 191,465 533-4300 Utilities 206,689 7.95% 3,135 3,502 5,287 8,093 533-4610 Maintenance Contracts 5,929 -26.74% 5,131 3,023 4,038 5,000 533-4620 Vehicle Repair 5,000 0.00% 2,091 813 13,869 2,150 533-4630 Equipment Repair 2,650 23.26% 375 658 623 800 533-4640 Building Maintenance 800 0.00% - - - 500 533-4645 Heating/Cooling Repairs 500 0.00% 26,873 73,897 81,379 151,800 533-4680 Plant & System Repair 359,000 136.50% 895 902 232 950 533-4700 Printing & Binding 950 0.00% 31,595 31,438 28,549 31,600 533-5200 Operating Supplies 31,600 0.00% 21,214 20,862 19,373 21,905 533-5204 Fuel & Oil 19,597 -10.54% 1,434 1,259 1,579 1,125 533-5210 Uniform Expense 1,125 0.00% 155 663 438 - 533-5231 Computer Hardware/Software - 0.00% 2,574 1,325 738 800 533-5233 Tools 800 0.00% 622 156 18 1,575 533-5234 Safety Supplies/Equipment 1,575 0.00% 7,632 6,645 7,020 7,545 533-5400 Books, Dues & Publications 8,220 8.95% 3,784 1,760 4,154 4,020 533-5500 Training 3,000 -25.37% $ 334,163 $ 339,278 $ 345,918 $ 444,465 Total Operating Expenditures $ 662,442 49.04% Capital Outlay: 13,440 10,000 - - 533-6214 Building Improvements - 0.00% - - - 32,850 533-6362 Water Well Improvements - -100.00% - 5,516 10,656 2,300 533-6402 Equipment - -100.00% 33,789 17,058 - - 533-6404 Trucks - 0.00% - 1,150 1,104 - 533-6420 Computer Hardware/Software - 0.00% $ 47,229 $ 33,724 $ 11,760 $ 35,150 Total Capital Outlay $ - -100.00% Capital Improvements Program: 21,100 13,800 - - Prior Years Capital Improvement Program - 0.00% $ 21,100 $ 13,800 $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service - - - 51,069 590-7100 Principal Payments 52,830 3.45% 2005 Utility System Bond - year 10 of 30 84,262 83,095 58,686 76,209 591-7200 Interest Expense 74,358 -2.43% 2005 Utility System Bond - year 10 of 30 $ 84,262 $ 83,095 $ 58,686 $ 127,278 Total Debt Service $ 127,188 -0.07% $ 908,441 $ 868,184 $ 827,190 $ 1,015,528 TOTAL EXPENSES $ 1,264,164 24.48% 1310-Water Ops 9/30/2014 2:21 PM 144 WATER OPERATIONS Share of City Budget $1,264,164, DESCRIPTION 3.3% Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks. Responsible for ensuring drinking water meets strict State and Federal regulations, pressure and storage are sufficient to meet domestic and firefighting needs, and water meters are accurately read. MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Containment Levels n/a 0 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 85.3% 84.6% 86.5% 86.3% 87.0% 87.0%
Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.
Achieve a 15% unaccounted for water loss within a 12-month period.
Upgrade Well 11 by replacing the well pump with a new water lubricated pump. FUTURE GOALS (FY16 & FY17)
Update automated control enhancement to facilitate a coroneted alternating pumping scheme for the wells.
Expand the utilization of the City's environmental laboratory to include analysis of surface waters and stormwater runoff.
Aerator replacement at Wells 2 and 11.
Remove some of the old engines at Wells 6 and 11.
Feasibility study for removing old engines and replacing with electric motors for pumps at Well 5. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Implemented a 10 year annual Water Tank Asset Management program.
Completed the upgrade of Well 3 by replacing the pump control, the well pump with a new water lubricated pump, and installed new electronic pressure switches.
Started implementing automated switching of water wells on the Hyper-Tac System.
Repainted Wells 5, 8, and 9 and their associated water lines. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 145  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 5.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 128,386 119,203 111,791 130,552 533-1200 Regular Salaries 134,539 3.05% - 53 53 533-1201 Service Awards - -100.00% - 2,053 3,633 - 533-1202 Incentive/Merit Pay - 0.00% 6,813 12,863 15,919 8,500 533-1400 Salaries - Overtime 8,500 0.00% 418 402 174 500 533-1401 Salaries - Overtime Holiday Worked 500 0.00% 8,149 7,971 7,782 7,685 533-2100 FICA Taxes 8,031 4.51% 1,906 1,864 1,820 1,797 533-2101 Medicare 1,585 -11.78% 28,426 32,436 30,990 23,699 533-2200 Retirement Contributions 27,867 17.59% 290 178 862 2,282 533-2204 Retirement Contributions - DC Plan 2,188 -4.11% 6,833 8,157 7,935 6,842 533-2400 Worker's Compensation 7,335 7.20% $ 197,245 $ 202,308 $ 198,750 $ 211,645 Total Personal Services $ 216,737 2.41% Operating Expenditures: - - 375 575 533-3102 Employee Physicals & Immunizations 575 0.00% 11,442 927 993 960 533-3400 Other Services 1,500 56.25% 260 128 17 450 533-4000 Travel and Per Diem 450 0.00% 360 324 1,135 975 533-4100 Communication Services 975 0.00% 4,867 4,275 3,821 4,490 533-4300 Utilities 1,845 -58.91% - - 83 1,000 533-4400 Rentals & Leases 1,000 0.00% 5,841 6,401 6,207 6,900 533-4620 Vehicle Repair 6,900 0.00% 10,350 9,569 7,784 4,250 533-4630 Equipment Repair 8,500 100.00% 29,849 44,786 34,624 39,500 533-4680 Plant & System Repair 39,500 0.00% 1,177 1,935 3,967 2,250 533-5200 Operating Supplies 2,250 0.00% 15,573 15,837 17,619 17,160 533-5204 Fuel & Oil 14,583 -15.02% 913 980 951 725 533-5210 Uniform Expense 725 0.00% - 110 219 - 533-5231 Computer Hardware/Software - 0.00% 56 1,498 1,205 1,500 533-5233 Tools 3,000 100.00% 1,357 1,147 692 1,750 533-5234 Safety Supplies/Equipment 1,750 0.00% 5,139 2,261 3,535 5,500 533-5300 Road Materials & Supplies 5,500 0.00% - - 50 75 533-5400 Books, Dues & Publications 175 133.33% 700 405 834 1,560 533-5500 Training 1,560 0.00% $ (53,010) $ 31,492 $ 44,249 $ 89,620 Total Operating Expenditures $ 90,787 1.30% Capital Outlay: 61,783 20,739 17,433 4,000 533-6402 Equipment 2,200 -45.00% - 47,599 - - 533-6404 Trucks - 0.00% $ 61,783 $ 68,338 $ 17,433 $ 4,000 Total Capital Outlay $ 2,200 -45.00% Capital Improvements Program: 11,286 145,612 175,593 214,500 5056 - Water Line Replacement 51,750 -75.87% 895,394 91,631 - - Prior Years Capital Improvement Program - 0.00% $ 906,680 $ 237,243 $ 175,593 $ 214,500 Total Capital Improvements Program $ 51,750 -75.87% Debt Service - - - 78,764 590-7100 Principal Payments 81,480 3.45% 2005 Utility System Bond - year 10 of 30 165,052 162,629 111,537 117,537 591-7200 Interest Expense 114,682 -2.43% 2005 Utility System Bond - year 10 of 30 $ 165,052 $ 162,629 $ 111,537 $ 196,301 Total Debt Service $ 196,162 -0.07% $ 1,277,750 $ 702,010 $ 547,561 $ 716,066 TOTAL EXPENSES $ 557,637 -22.12% 1340-Water Dist 9/30/2014 2:21 PM 146 WATER DISTRIBUTION Share of City Budget $557,637, 1.5% DESCRIPTION Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants. Responsible for replacement of undersized water mains, installation of new fire hydrants and water meters, making service taps for new construction, and extending water mains as needed. MISSION Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Replace Substandard 2¼" Water Mains Linear Feet of 2¼" Water Main to be Replaced n/a 2955 3786 485 3000 1725 Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a 57% 100% annual measure 100% 100% Capital Projects Completed Within Budget n/a 57% 100% annual measure 100% 100%
Exercise water valves throughout the City.
Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget. FUTURE GOALS (FY16 & FY17)
Implement a new 5- and 10-year replacement program for 2¼" water mains throughout the City's service area.
Implement a new 5-year replacement program for all existing asbestos cement water mains in the City's service area.
Respond to all water outage reports within one hour of initial notification.
Coordinate with the Fire Department to ensure fire protection standards are exceeded throughout the City via increased water main sizes, installation of additional fire hydrants, and "looping" of the distribution system. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Completed water line upgrade on Nebraska Avenue NE from Texas Street NE to Hughes Street NE.
Completed water line upgrade on Oak Street SE from Chicago Avenue SE to Magnolia Avenue SE.
Completed water line upgrade on Stacy Circle NE from Okaloosa Road NE to Okaloosa Road NE.
Completed over 1,600 service orders. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 147  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 12.00 12.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 372,864 373,227 377,059 407,928 535-1200 Regular Salaries 425,114 4.21% - - 212 53 535-1201 Service Awards - -100.00% - 5,353 9,987 - 535-1202 Incentive/Merit Pay - 0.00% 20,829 19,100 22,684 34,000 535-1400 Salaries - Overtime 34,000 0.00% 1,223 909 698 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 22,369 23,759 23,438 23,568 535-2100 FICA Taxes 23,859 1.23% 5,231 5,556 5,481 5,511 535-2101 Medicare 5,287 -4.06% 83,705 87,729 87,222 86,701 535-2200 Retirement Contributions 99,373 14.62% 222 2,976 4,780 5,545 535-2204 Retirement Contributions - DC Plan 5,776 4.16% 82,682 77,424 64,481 68,444 535-2300 Dental, Life & Health Insurance 85,614 25.09% 11,435 8,874 10,340 10,438 535-2400 Worker's Compensation 11,204 7.34% $ 600,559 $ 604,908 $ 606,381 $ 644,188 Total Personal Services $ 692,227 7.46% Operating Expenditures: - 15,240 1,800 2,150 535-3100 Professional Services 2,150 0.00% 108 277 111 575 535-3102 Employee Physicals & Immunizations 575 0.00% 1,817,548 1,883,986 2,333,570 2,046,960 535-3400 Other Services 2,869,854 40.20% - - 12 - 535-4000 Travel and Per Diem - 0.00% 3,479 4,041 5,050 5,027 535-4100 Communication Services 5,027 0.00% 120,314 139,739 125,508 146,730 535-4300 Utilities 300,000 104.46% 6,621 6,289 6,787 7,700 535-4400 Rentals & Leases 7,700 0.00% 13,390 17,875 17,087 19,600 535-4610 Maintenance Contracts 38,267 95.24% 42,987 43,983 29,480 20,000 535-4620 Vehicle Repair 20,000 0.00% 4,411 13,339 14,651 13,200 535-4630 Equipment Repair 8,200 -37.88% - 884 774 400 535-4640 Building Maintenance 400 0.00% - 243 1,800 900 535-4645 Heating/Cooling Repairs 900 0.00% 71,829 156,359 174,568 127,762 535-4680 Plant & System Repair 128,850 0.85% 163 74 - 150 535-4700 Printing & Binding 150 0.00% 19,770 18,676 16,908 18,000 535-5200 Operating Supplies 18,000 0.00% 25,710 34,884 41,498 36,630 535-5204 Fuel & Oil 46,694 27.47% 1,936 2,075 2,047 1,885 535-5210 Uniform Expense 1,885 0.00% - 857 669 - 535-5231 Computer Hardware/Software - 0.00% 444 2,963 4,515 1,500 535-5233 Tools 2,800 86.67% 1,968 1,895 2,024 3,570 535-5234 Safety Supplies/Equipment 3,570 0.00% 9,622 4,388 5,808 10,000 535-5300 Road Materials & Supplies 10,000 0.00% 25 30 30 90 535-5400 Dues & Publications 90 0.00% 3,081 2,230 3,150 3,585 535-5500 Training 3,625 1.12% $ 2,076,133 $ 2,321,603 $ 2,743,314 $ 2,466,414 Total Operating Expenditures $ 3,468,737 40.64% Capital Outlay: - - - 3,500 535-6300 Improvements Other Than Buildings 3,500 0.00% 101,338 59,728 172,002 118,819 535-6402 Equipment 92,750 -21.94% - 17,523 - - 535-6404 Trucks - 0.00% - 520 - - 535-6420 Computer Hardware/Software - 0.00% - 2,995 - - 535-6821 Software - 0.00% $ 101,338 $ 80,766 $ 172,002 $ 122,319 Total Capital Outlay $ 96,250 -21.31% Capital Improvements Program: 132,619 230,020 7,713 260,000 5032 - Sewer System Grouting & Lining 198,000 -23.85% 9,250 - - 60,000 5048 - Lift Station Rehabilitation 225,000 275.00% 861,177 1,611,910 14,841,795 Prior Years Capital Improvement Program - 0.00% $ 1,014,117 $ 1,841,930 $ 14,849,508 $ 320,000 Total Capital Improvements Program $ 423,000 32.19% 1350-Sewer 9/30/2014 2:22 PM 148  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Debt Service - - - 397,782 590-7100 Principal Payments 772,074 94.09% 2005 Utility System Bond - year 10 of 30 2013 SRF Loan -PS#1&FM- year 1 of 20 227,452 203,669 - 595,435 591-7200 Interest Expense 507,766 -14.72% 2005 Utility System Bond - year 10 of 30 2013 SRF Loan -PS#1&FM- year 1 of 20 959 - - - 590-7300 Paying Agent Fees - 0.00% 22,200 13,447 13,447 - 590-7310 Amortization - 0.00% $ 250,610 $ 217,117 $ 13,447 $ 993,217 Total Debt Service $ 1,279,840 28.86% $ 4,042,757 $ 5,066,324 $ 18,384,652 $ 4,546,138 TOTAL EXPENSES $ 5,960,055 31.10% 1350-Sewer 9/30/2014 2:22 PM 149 SEWER COLLECTION & TREATMENT Share of City Budget $5,960,055,… DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations. Responsible for inspecting the sewer system with closed circuit television equipment, repairing any identified leaks, and repairing or replacing sewer mains and laterals as needed. MISSION Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 23,917 49,728 14,659 14,219 25,000 25,000 Sewer System Inspected 3.8% 7.9% 2.3% 2.3% 4.0% 4.0% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a n/a annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a n/a annual measure 100% 100%
Complete Data Flow Telemetry System upgrade at Lift Stations 22 through 33.
Perform Sewer System grouting & lining as specified in the Capital Improvement Program (CIP) on-time and within budget.
Up-grade lift station 11 sewer pump to a vortex non-clogging design. FUTURE GOALS (FY16 & FY17)
Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of ground water infiltration.
Adopt a new grease trap ordinance.
Install guide rail systems and safety hatches at all lift stations for easier access and reduction of confined space entries.
Install stainless steel inflow protectors in sewer manholes located in flood-prone areas and require the inflow protectors in all new manholes.
Continue an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system.
Continue to perform repairs to gravity system in basins 3, 5, 10 and 11 based on SSES study. PRIOR YEAR ACCOMPLISHMENTS (FY14)
Rehabilitated (CIPP) 5,140' of gravity sewer main (basin areas 3 and 5) identified in the SSES program inspection.
Replaced pumps at Lift Station 15 with vortex non-clogging design.
Replaced pumps at Lift Stations 21, 29, and 31 with vortex non-clogging design.
Completed Pump Station No. 1 system upgrade and 4 MGD emergency storage tank.
Continue the bio-remediation program monitoring and support at Pump Station No. 2 and Lift Stations 27, 39, and 40, eliminating the removal and disposal of grease solids.
Began accepting non-hazardous disposal materials (clean fill) at the former Waste Water Treatment Plant for filling abandoned holding pond.
Completed Telemetry System up-grade (TCU) at Lift Station 1 through 13.
Began air release valve maintenance program on new force main.
Completed Golf Course re-use pumping system repairs on pump/motor platform. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 150  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 13,941 52,369 3,926 15,000 536-1216 Final Leave Pay 15,000 0.00% (12,590) 1,400 248 - 536-1250 Compensated Absences - 0.00% (962) 106 20 - 536-2150 FICA - Compensated Absences - 0.00% $ 389 $ 53,875 $ 4,194 $ 15,000 Total Personal Services $ 15,000 0.00% Operating Expenditures: - 633 6,353 - 536-3100 Professional Services - 0.00% - - - 1,000 536-4911 Holiday Gift Certificates 1,000 0.00% 18,029 28,662 62,959 - 536-4924 Bad Debt Expense - - - 53,260 536-4995 Contingencies 56,415 5.92% 16,370 4,021 6,328 - 536-4999 Amortization Expense - 0.00% - - - 1,125 536-5231 Computer Hardware/Software 675 -40.00% 2,523,149 1,012,975 1,072,011 - 536-5900 Depreciation - 0.00% 791,279 215,044 215,044 - 536-5910 Depreciation on Contributed Capital - 0.00% Non-Operating - 67,341 21,687 - 590-9502 OPEB Obligation - 0.00% - 588,652 - - 592-9500 Loss on Asset Impairment - 0.00% $ 3,348,827 $ 1,917,328 $ 1,384,382 $ 55,385 Total Operating Expenditures $ 58,090 4.88% Capital Outlay - - - 87,860 536-6404 Trucks - -100.00% - - - 4,000 536-6420 Computer Hardware/Software 5,850 46.25% Computer Replacements per IT Plan $ - $ - $ - $ 91,860 Total Capital Outlay $ 5,850 -93.63% Other Financing Activity 959,557 1,177,785 868,604 880,148 536-9901 Cost Allocation Reimbursement to General Fund 1,012,994 15.09% - - (38,926) (38,203) 536-9943 Cost Allocation Reimbursement - Sanitation Fund - -100.00% - - (7,785) (7,641) 536-9945 Cost Allocation Reimbursement - Stormwater Fund - -100.00% - - 320,536 490,433 581-9102 Transfer to General Fund 519,267 5.88% 6% Franchise/Right-of-Way Access Fee - - - 158,950 581-9999 Reserved - Undesignated Net Assets 701,858 341.56% Depreciation less Budgeted Capital Outlay and CIPs $ 959,557 $ 1,177,785 $ 1,142,429 $ 1,483,687 Total Other Financing Activity $ 2,234,119 50.58% $ 4,308,773 $ 3,148,988 $ 2,531,005 $ 1,645,932 TOTAL EXPENSES $ 2,313,059 40.53% 39.25 38.50 39.50 40.50 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 41.50 2.47% 364,645 371,702 371,303 382,031 Customer Service 394,280 3.21% 499,667 558,043 499,606 697,828 Utility Services 676,522 -3.05% 908,441 868,184 827,190 1,015,528 Water Operations 1,264,164 24.48% 1,277,750 702,010 547,561 716,066 Water Distribution 557,637 -22.12% 4,042,757 5,066,324 18,384,652 4,546,138 Sewer Collection & Treatment 5,960,055 31.10% 4,308,773 3,148,988 2,531,005 1,645,932 Non-Departmental 2,313,059 40.53% (1,279,551) (1,931,653) (15,196,541) - Reclassification of Capital Outlay - 0.00% $ 10,122,481 $ 8,783,597 $ 7,964,776 $ 9,003,523 TOTAL FUND EXPENSES $ 11,165,716 24.01% $ (2,244,035) $ (383,324) $ 1,744,504 $ - NET REVENUE / (EXPENSE) $ 0 -100.00% 1500-NonDept_401 9/30/2014 2:22 PM 151  Sanitation Fund The Sanitation Fund encompasses 9.6% of the City’s activities and services and accounts for solid waste operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. The City provides residential and commercial garbage collection, as well as yard waste and white goods collection. A commerical recycling program and several residential recycling drop-off centers are available. A residential recycling pilot program is expected to begin in FY 2014-15. Revenue Highlights Budget. $4.0 2014-15. …… $ Change % Change Licenses & Permits 4,500 0 0.0% $3.5 Charges for Services 3,561,100 -23,600 -0.7% $3.0 Interest & Other 21,000 -13,435 -39.0% $2.5 $3,586,600 -$37,035 -1.0% Millions $2.0 $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Licenses & Permits Charges for Services Interest & Other • Interest & other revenues are down due to market trends. Expenditure Highlights $4.0 $3.5 Budget. 2014-15 …… $ Change % Change $3.0 Personal Services 1,001,751 6,751 0.7% $2.5 Operations & Maintenance 2,128,099 49,900 2.4% Millions $2.0 Capital Outlay/Imprvmt 240,000 -46,618 -16.3% $1.5 Interfund Transfers Out 130,000 0 0.0% $1.0 Replenish Reserves 86,750 -47,068 -35.2% $0.5 $3,586,600 $-37,035 -1.0% $0.0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • A residential sideloader truck is slated for replacement at a cost of $240K. 152  403 SANITATION FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 1,048,548 1,051,796 1,053,836 1,050,000 1360-343-4000 Service Fees - Residential 1,055,000 0.48% 7,448 3,396 893 4,000 1360-343-4010 Extra Pick-Up Residential 4,000 0.00% 879,533 864,455 837,611 850,000 1360-343-4100 Service Fees - Commercial 830,000 -2.35% 1,164 2,966 6,180 3,000 1360-343-4110 Extra Pick-Up Commercial 3,000 0.00% 529,863 542,037 618,397 637,200 1360-343-4200 Tipping Fees - Residential 650,000 2.01% 840,047 831,483 901,270 979,400 1360-343-4300 Tipping Fees - Commercial 926,000 -5.45% $ 3,306,602 $ 3,296,133 $ 3,418,188 $ 3,523,600 Total Solid Waste $ 3,468,000 -1.58% - - 492 - 1370-343-4600 Service Fees - 0.00% - 11,417 74,363 60,000 1370-343-4610 Service Fees - Commercial Recycling 92,000 53.33% $ - $ 11,417 $ 74,855 $ 60,000 Total Recycling $ 92,000 53.33% 877 902 911 1,000 1360-343-4080 Cinco Bayou 1,000 0.00% - 71 2,113 100 1360-343-4130 Special Events - Dumpster Delivery/Pickup 100 100.00% - - 100 - 1500-343-4894 Work Orders - 0.00% $ 877 $ 973 $ 3,124 $ 1,100 Total Fees & Fines $ 1,100 0.00% $ 3,307,479 $ 3,308,522 $ 3,496,167 $ 3,584,700 TOTAL CHARGES FOR SERVICES $ 3,561,100 -0.66% 3,751 4,889 3,392 4,500 1360-323-7010 Solid Waste - 10% Roll Off 4,500 0.00% $ 3,751 $ 4,889 $ 3,392 $ 4,500 Total Franchise Fees $ 4,500 0.00% $ 3,751 $ 4,889 $ 3,392 $ 4,500 TOTAL LICENSES & PERMITS $ 4,500 0.00% - - 1,071 - 334 State Grants - 0.00% $ - $ - $ 1,071 $ - Total State Grants $ - 0.00% $ - $ - $ 1,071 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 17,723 10,869 13,877 30,435 1500-361-1000 Interest Income 17,000 -44.14% (5,954) 4,437 (4,343) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - (272) (6,601) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 11,769 $ 15,034 $ 2,933 $ 30,435 Total Interest Income $ 17,000 -44.14% 4,625 30,676 26,729 - 1500-364-1000 Sale of Surplus Assets - 0.00% 10,791 5,783 797 4,000 1500-365-1000 Recycling Scrap Metal Sales 4,000 0.00% - - 969 - 1370-365-2000 Recycling Single Stream Surplus Sales - 0.00% 7,695 9,708 1,269 - 1500-369-9000 Miscellaneous Revenues - 0.00% 27 1 - - 0000-369-9091 Discounts - 0.00% $ 23,138 $ 46,168 $ 29,763 $ 4,000 Total Other Revenues $ 4,000 0.00% $ 34,907 $ 61,203 $ 32,696 $ 34,435 TOTAL INTEREST & OTHER REVENUES $ 21,000 -39.02% $ 3,346,137 $ 3,374,613 $ 3,533,326 $ 3,623,635 TOTAL FUND REVENUES $ 3,586,600 -1.02% 403-Revenues 9/30/2014 2:23 PM 153  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2013-13 Adopted Adopted Change Personal Services: 18.75 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 526,368 528,481 550,224 563,208 534-1200 Regular Salaries 578,808 2.77% - - 265 954 534-1201 Service Awards - -100.00% - 15,717 20,186 - 534-1202 Incentive/Merit Pay - 0.00% 16,464 22,338 - - 534-1300 Part-Time Wages - 0.00% 13,810 12,909 8,672 13,000 534-1400 Salaries - Overtime 13,000 0.00% 14,103 12,511 9,120 14,200 534-1401 Salaries - Overtime Holiday Worked 14,200 0.00% 32,357 33,795 33,193 31,284 534-2100 FICA Taxes 32,180 2.86% 110,581 127,187 135,359 131,755 534-2200 Retirement Contributions 95,804 -27.29% 2,133 4,408 4,332 5,103 534-2204 Retirement Contributions - DC Plan 14,042 175.17% 122,238 122,054 133,058 137,195 534-2300 Dental, Life & Health Insurance 160,353 16.88% 42,494 47,076 43,039 39,454 534-2400 Worker's Compensation 39,624 0.43% $ 888,114 $ 934,380 $ 945,210 $ 943,469 Total Personal Services $ 954,862 1.21% Operating Expenditures: 4,247 88 2,425 4,500 534-3400 Other Services 4,500 0.00% - 843 - - 534-4000 Travel and Per Diem - 0.00% 3,037 2,888 2,920 2,470 534-4100 Communication Services 2,470 0.00% 7 165 14 135 534-4200 Postage 135 0.00% 5,668 7,559 7,455 7,940 534-4300 Utilities 7,892 -0.61% 1,513 1,403 1,515 1,591 534-4400 Rentals & Leases 1,641 3.14% 534 425 755 766 534-4610 Maintenance Contracts 766 0.00% 174,437 248,023 169,048 175,000 534-4620 Vehicle Repair 175,000 0.00% 260 210 171 250 534-4630 Equipment Repair 250 0.00% 3,913 492 298 600 534-4640 Building Maintenance 600 0.00% - 876 255 2,000 534-4645 Heating/Cooling Repairs 2,000 0.00% 4 6 - 100 534-4650 Grounds Maintenance 100 0.00% 1,828 3,168 1,033 1,500 534-4700 Printing & Binding 1,500 0.00% 242 219 312 440 534-5100 Office Supplies 440 0.00% 15,057 12,386 10,334 18,500 534-5200 Operating Supplies 18,000 -2.70% 167,620 190,432 198,565 199,955 534-5204 Fuel & Oil 184,279 -7.84% 2,788 3,552 4,589 2,880 534-5210 Uniform Expense 2,880 0.00% 411,417 424,671 493,329 499,900 534-5219 Landfill Fees - Commercial 499,900 0.00% 389,864 398,615 443,146 477,984 534-5220 Landfill Fees - Residential 477,984 0.00% 203,649 204,477 215,885 253,260 534-5222 Landfill Fees - Yard Waste 253,260 0.00% 8,666 11,158 13,380 15,360 534-5225 Sanitation Containers - Bulk 36,888 140.16% 14,988 1,756 26,923 14,994 534-5226 Sanitation Containers - Residential 14,994 0.00% 500 542 - - 534-5231 Computer Hardware/Software - 0.00% - 318 446 300 534-5233 Tools 300 0.00% 669 874 511 2,070 534-5234 Safety Supplies/Equipment 2,070 0.00% - 491 378 370 534-5400 Books, Dues & Publications 370 0.00% - 615 - - 534-5500 Training - 0.00% $ 1,410,908 $ 1,516,251 $ 1,593,687 $ 1,682,865 Total Operating Expenditures $ 1,688,219 0.32% Capital Outlay: 17,969 23,963 28,609 25,428 534-6402 Equipment - -100.00% 207,912 448,127 234,714 240,000 534-6404 Trucks 240,000 0.00% - 529 - - 534-6420 Computer Hardware/Software - 0.00% $ 225,881 $ 472,619 $ 263,323 $ 265,428 Total Capital Outlay $ 240,000 -9.58% 2,524,904 2,923,250 2,802,221 2,891,762 TOTAL EXPENSES 2,883,081 -0.30% 1360-Solid Waste 9/30/2014 2:23 PM 154 SOLID WASTE Share of City Budget $2,883,081, 7.2% DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside twice per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs. MISSION Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Promote Neighborhood Cleanups Household waste collections conducted 1 2 2 1 2 2
Educate and promote the reduction and diversion of solid waste from landfills through web page and pamphlets.
Continue to conduct Neighborhood Clean-Up for household waste semi-annually. FUTURE GOALS (FY16 & FY17)
Continue to ensure standards of Customer Service Excellence are met by those providing Solid Waste collection service.
Develop and implement electronic forms on the City webpage for residents to request services (ie. cart repair, bulk pickup, and cart delivery). PRIOR YEAR ACCOMPLISHMENTS (FY14)
Purchased a new residential sideloader to improve efficiency on the routes.
Updated both the commercial and residential route books to improve efficiency and improve customer service. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 155  2013-14 2014-15 % 2010-11 2011-12 2012-13 RECYCLING Share of City Budget $101,576, 0.3% DESCRIPTION Residential single-stream recycling is available via multiple drop-off locations. Commercial dumpsters are available for single-stream recycling. MISSION Reduce the waste stream deposited in landfills. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 8 8 32 24 8 8 Recycling Tonnage Collected 251 326 306 265 300 325 Waste Stream Diverted from Landfills 2.4% 3.4% 13.4% 11.1% 3.5% 3.8% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected n/a 49 309 303 300 325 Waste Stream Diverted from Landfills n/a 1.0% 12.0% 11.7% 3.5% 3.8%
Work with local media outlets to improve marketing and promotional ideas for the City's residential and commercial single stream recycling programs.
Monitor and report the amount of participation from both the residential and commercial recycling programs.
Continue to research and develop ways to recycle at multi-family complexes. FUTURE GOALS (FY16 & FY17)
Continue to negotiate with local towns and municipalities on expansion of services, to include both waste and recycling services.
Continue to increase waste stream diversion from landfills to 50% by expanding the City's commercial and residential recycling program. PRIOR YEAR ACCOMPLISHMENTS (FY14)
City council approved a residential automated curbside pilot program within 2 zones of the City.
Worked with the Allied Waste to secure a recycling facility to accept the City's recycling commodities. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 157  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 3,203 1,198 963 1,500 534-1216 Final Leave Pay 1,500 0.00% 4,768 7,152 4,270 - 534-1250 Compensated Absences - 0.00% 364 547 327 - 534-2150 FICA - Compensated Absences - 0.00% $ 8,335 $ 8,897 $ 5,560 $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: - 244 2,309 - 536-3100 Professional Services - 0.00% - - - 475 534-4911 Holiday Gift Certificates 475 0.00% 9,177 6,326 14,144 - 534-4924 Bad Debt Expense - 0.00% - - - 27,030 534-4995 Contingencies 26,990 -0.15% 208,047 235,112 244,659 - 534-5900 Depreciation - 0.00% 411 411 411 - 534-5910 Depreciation on Contributed Capital - 0.00% - 7,943 - - Prior Year Expenditures - 0.00% Non-Operating - 30,267 19,726 - 590-9502 OPEB Obligation - 0.00% $ 217,635 $ 280,303 $ 281,249 $ 27,505 Total Operating Expenditures $ 27,465 -0.15% Other Financing Activity 708,039 426,578 289,842 294,397 534-9901 Cost Allocation Reimbursement to General Fund 356,228 21.00% 36,242 37,363 38,926 38,203 534-9941 Cost Allocation Reimbursement to Utilities Fund - -100.00% - - 130,000 130,000 581-9102 Transfer to General Fund 130,000 0.00% Truck Additional Wear & Tear on Roadways - - - 142,450 581-9999 Reserved - Undesignated Net Assets 71,327 -49.93% $ 744,281 $ 463,941 $ 458,768 $ 605,050 TotalTotal OtherOther Financing Financing Activity Activity $ 557,555 -7.85% $ 970,251 $ 753,141 $ 745,577 $ 634,055 TOTAL EXPENSES $ 586,520 -7.50% 18.75 19.00 19.00 20.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 20.00 0.00% 2,524,904 2,923,250 2,802,221 2,891,762 Solid Waste 2,898,805 0.24% - 29,115 30,148 97,818 Recycling 101,276 3.53% 970,251 753,141 745,577 634,055 Non-Departmental 586,520 -7.50% (225,881) (500,298) (284,308) - Reclassification of Capital Outlay - 0.00% $ 3,269,274 $ 3,205,208 $ 3,293,638 $ 3,623,635 TOTAL FUND EXPENSES $ 3,586,600 -1.02% $ 76,863 $ 169,406 $ 239,688 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_403 9/30/2014 2:23 PM 158 159  Stormwater Fund The Stormwater Fund encompasses 1.7% of the City’s activities and services and accounts for stormwater management operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. This fund accounts for stormwater, storm drainage, and water quality initiatives. Revenue Highlights $800,000 Budget. $700,000 2014-15. …… $ Change % Change $600,000 Charges for Services 573,000 -18,000 -3.0% $500,000 Interest & Other 4,800 -1,490 -23.7% $400,000 Approp. from Reserves 58,176 58,176 100.0% $635,976 $38,686 6.5% $300,000 $200,000 $100,000 $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • Interest & other revenues are down due to market conditions. Expenditure Highlights $800,000 $700,000 Budget. 2014-15. …… $ Change % Change $600,000 Personal Services 304,327 7,111 2.4% $500,000 Operations & Maintenance 258,399 76,724 42.2% $400,000 Capital Outlay/Imprvmt 73,250 27,650 60.6% $300,000 Debt Service 0 -32,900 -100.0% $200,000 Replenish Reserves 0 -39,899 -100.0% $100,000 $635,976 $38,686 6.5% $0 Actual Actual Actual Budget Budget 2010-11 2011-12 2012-13 2013-14 2014-15 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • Capital expense is increasing as a result of installing storm drains in conjunction with the Walkedge Drive Seawall. • Debt is down because the street sweeper was purcahased using reserves versus the previously planned issuance of debt. 160  405 STORMWATER FUND - REVENUES Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change 335,785 335,521 336,333 336,000 1380-343-7001 Stormwater Management Fee - Residential 339,000 0.89% 146,069 242,186 254,863 255,000 1380-343-7101 Stormwater Management Fee - Commercial 234,000 -8.24% $ 481,854 $ 577,706 $ 591,196 $ 591,000 Total Stormwater Operations $ 573,000 -3.05% $ 481,854 $ 577,706 $ 591,196 $ 591,000 TOTAL CHARGES FOR SERVICES $ 573,000 -3.05% 4,000 - - - 334 State Grants - 0.00% $ 4,000 $ - $ - $ - Total State Grants $ - 0.00% $ 4,000 $ - $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 3,740 2,334 3,094 6,290 1500-361-1000 Interest Income 4,800 -23.69% (1,188) 965 (1,022) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - (59) (1,553) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 2,552 $ 3,240 $ 519 $ 6,290 Total Interest Income $ 4,800 -23.69% 1,111 (3,558) 1,176 - 1500-364-1000 Sale of Surplus Assets - 0.00% 10,013 2,804 965 - 1500-369-9000 Miscellaneous Revenues - 0.00% - 9 11 - 0000-369-9091 Discounts - 0.00% $ 11,124 $ (745) $ 2,152 $ - Total Other Revenues $ - 0.00% $ 13,676 $ 2,496 $ 2,671 $ 6,290 TOTAL INTEREST & OTHER REVENUES $ 4,800 -23.69% - - - - 1600-349-1010 Transfer from CRA Fund - 0.00% $ - $ - $ - $ - Total Interfund Transfers $ - 0.00% - 27,502 - - 1380-389-4000 Elliotts Point Homeowners Association - 0.00% - - - - 1600-389-9300 Appropriation from Net Assets 58,176 100.00% $ - $ 27,502 $ - $ - Total Non-Operating Sources $ 58,176 0.00% $ - $ 27,502 $ - $ - TOTAL TRANSFERS IN $ 58,176 0.00% $ 499,530 $ 607,704 $ 593,867 $ 597,290 TOTAL FUND REVENUES $ 635,976 6.48% 405-Revenues 9/30/2014 2:24 PM 161  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted Adopted Change Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 184,037 183,172 180,945 187,224 538-1200 Regular Salaries 197,052 5.25% - - - 53 538-1201 Service Awards - -100.00% - 3,824 5,267 - 538-1202 Incentive/Merit Pay - 0.00% 10,715 10,963 11,342 10,961 538-2100 FICA Taxes 11,259 2.72% 2,506 2,564 2,653 2,563 538-2101 Medicare 2,633 2.74% 34,305 40,399 39,909 38,004 538-2200 Retirement Contributions 36,027 -5.20% 1,395 2,118 2,630 3,286 538-2204 Retirement Contributions - DC Plan 5,729 74.35% 33,488 31,334 28,643 38,885 538-2300 Dental, Life & Health Insurance 37,022 -4.79% 9,288 11,888 12,719 12,589 538-2400 Worker's Compensation 13,105 4.10% $ 276,366 $ 287,214 $ 284,500 $ 294,565 Total Personal Services $ 303,827 3.14% Operating Expenditures: - 135,476 77,109 5,680 538-3100 Professional Services 5,784 1.83% - - 11,025 1,000 538-3400 Other Services 1,000 0.00% 41 23 17 450 538-4000 Travel and Per Diem 450 0.00% 1,033 986 2,411 2,162 538-4100 Communication Services 2,580 19.33% 16 34 2 10 538-4200 Postage 10 0.00% 1,118 1,030 875 1,085 538-4300 Utilities 1,700 56.64% - - - - 538-4400 Rentals & Leases 10,000 100.00% 565 - - - 538-4610 Maintenance Contracts - 0.00% 17,988 16,074 18,032 16,000 538-4620 Vehicle Repair 12,000 -25.00% 14,239 16,148 16,926 9,700 538-4630 Equipment Repair 9,700 0.00% 2,137 8,048 14,534 20,800 538-4680 Plant & System Repair 20,800 0.00% 378 277 200 500 538-5100 Office Supplies 500 0.00% 2,309 1,773 1,893 2,100 538-5200 Operating Supplies 2,100 0.00% 20,279 21,069 16,286 22,125 538-5204 Fuel & Oil 22,789 3.00% 944 1,010 1,252 750 538-5210 Uniform Expense 750 0.00% - 457 - - 538-5231 Computer Hardware/Software - 0.00% 89 850 1,042 2,000 538-5233 Tools 2,000 0.00% 346 685 500 1,740 538-5234 Safety Programs/Supply 1,740 0.00% 14,925 6,840 8,398 7,000 538-5300 Road Materials & Supplies 7,000 0.00% 557 545 545 546 538-5400 Books, Dues, & Publications 560 2.56% 2,127 1,119 1,929 1,950 538-5500 Training 1,930 -1.03% $ (16,868) $ 129,906 $ 151,166 $ 95,598 Total Operating Expenditures $ 103,392 8.15% Capital Outlay: - 21,600 - - 538-6358 Storm Drains - 0.00% 3,655 - 21,500 - 538-6402 Equipment 2,000 100.00% - - - 30,600 538-6404 Trucks - 100.00% - 520 - - 538-6420 Computer Hardware/Software - 0.00% - 28,532 - - 538-6820 Easements - 0.00% - 16,000 - - 538-6821 Software - 0.00% $ 3,655 $ 66,652 $ 21,500 $ 30,600 Total Capital Outlay $ 2,000 -93.46% Capital Improvements Program: 118,851 - - - 5019 - Storm Drainage Improvement 70,000 100.00% - - - 15,000 5327 - Hooper Drive Improvement - 100.00% 57,439 19,136 - - Prior Years Capital Improvement Program - 0.00% $ 176,290 $ 19,136 $ - $ 15,000 Total Capital Improvements Program $ 70,000 366.67% $ 439,778 $ 502,909 $ 457,167 $ 468,663 TOTAL EXPENSES $ 479,219 2.25% 1380-Storm 9/30/2014 2:24 PM 162 STORMWATER Share of City Budget $479,219, 1.3% DESCRIPTION The Stormwater Division maintains 35 miles of storm drain, 11 retention ponds, and over 1,300 curb and surface inlets. Stormwater management helps to ensure the health and safety of citizens while meeting State and Federal regulations. MISSION Improve and preserve natural water quality, comply with existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY15) 2010-11 2011-12 2012-13 2013-14 2013-14 2014-15 Improve Water Quality City Streets Swept at Least Once per Month n/a 94% 91% 53% 95% 95% Cubic Yards of Debris Removed from Stormwater Separators 5 8 13 8 6 6 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 0 120 0 364 0 0 Linear Feet of Stormwater Pipe Replaced 880 290 131 170 200 300 Stormwater Line System Replaced 0.4% 0.1% 0.1% 0.08% 0.1% 0.1% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a n/a annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a n/a annual measure 100% 100%
Sweep every City street at least once per month.
Maintain the current amount of debris removed from stormwater separators through regular collection schedule.
Replace failing corrugated metal pipe at various locations throughout the City.
Provide Stormwater improvements as identified in the City's Stormwater Master Plan. List includes Lake Drive NW and Oak Street SE. FUTURE GOALS (FY16 & FY17)
Develop a 5- and 10-year CIP to replace all corrugated metal stormwater pipe throughout the City.
Comply with federally-mandated National Pollutant Discharge Elimination System (NPDES) permit requirements.
Pursue funding alternatives to complete major capital projects related to the stormwater system based on the completion of the Stormwater Master Plan, including SRF loans, bonds, and/or rate increases. PRIOR YEAR ACCOMPLISHMENTS (FY14)
293 Briarwood Circle NW - installed 170 linear feet of 15" A2000 pipe and 22 linear feet of 15" RCP. Abandoned in place, with flowable fill, 192 linear feet of failing 15" corrugated metal pipe.
Constructed and installed, per City design plans, all drainage features on Hooper Drive NW.
Provided drainage relief for the City Library with the installation of a 12 x 6 inline surface inlet with corresponding 6" pipe.
Completed an agreement with FDOT for upgrades to be made to the North Holding Pond improving water quality and quantity for Gap Creek. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 163  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2013-14 2014-15 % 2010-11 2011-12 2012-13 Adopted City Manager Change Personal Services: - - 6,518 500 538-1216 Final Leave Pay 500 0.00% 2,460 1,377 (933) - 538-1250 Compensated Absences - 0.00% 188 106 (72) - 538-2150 FICA - Compensated Absences - 0.00% $ 2,648 $ 1,483 $ 5,513 $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: - 53 543 - 538-3100 Professional Services - 0.00% - - - 150 538-4911 Holiday Gift Certificates 150 0.00% 688 1,821 3,876 - 538-4924 Bad Debt Expense - 0.00% - - - 3,905 538-4995 Contingencies 3,870 -0.90% - 4,000 5,333 - 538-4999 Amortization - 0.00% 38,290 42,368 40,216 - 538-5900 Depreciation - 0.00% 32,388 26,267 20,882 - 538-5910 Depreciation on Contributed Capital - 0.00% - 6,334 - - Prior Year Expenditures - 0.00% Non-Operating - 1,567 18,773 - 590-9502 OPEB Obligation - 0.00% $ 71,366 $ 82,410 $ 89,624 $ 4,055 Total Operating Expenditures $ 4,020 -0.86% Capital Outlay - - - - 538-6420 Computer Hardware/Software 1,250 100.00% $ - $ - $ - $ - Total Capital Outlay $ 1,250 100.00% Other Financing Activity 15,022 17,147 73,372 74,376 538-9901 Cost Allocation Reimbursement to General Fund 150,987 103.01% - - 7,785 7,641 538-9941 Cost Allocation Reimbursement to Utilities Fund - -100.00% - - - 42,055 581-9999 Reserved - Undesignated Net Assets - -100.00% $ 15,022 $ 17,147 $ 81,157 $ 124,072 TotalTotal OtherOther Financing Financing Activity Activity $ 150,987 21.69% $ 89,036 $ 101,040 $ 176,294 $ 128,627 TOTAL EXPENSES $ 156,757 21.87% 8.00 6.00 6.00 6.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 6.00 0.00% 439,778 502,909 457,167 468,663 Stormwater 479,219 2.25% 89,036 101,040 176,294 128,627 Non-Departmental 156,757 21.87% (174,249) (85,591) (21,500) - Reclassification of Capital Outlay - 0.00% $ 354,565 $ 518,358 $ 611,961 $ 597,290 TOTAL FUND EXPENSES $ 635,976 6.48% $ 242,725 $ 78,932 $ (14,671) $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_405 9/30/2014 2:24 PM 164 IT Replacement Program The City’s Information Technology Replacement Program (ITRP) is a planning and budgeting tool that serves as a guide for efficient and effective replacement of computers, laptops, tablets, and servers. The FY 2014-15 budget, the second year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 4 years Tablet/IPAD 3 years Server 5 years Software will be upgraded in conjunction with hardware replacements. However, it is each division’s responsibility to budget for the replacement of peripherals such as keyboards, monitors, and printers as needed. City of Fort Walton Beach, FL 165  Five-Year IT Replacement Cycle (computers, laptops, tablets, servers) FY2015 FY2016 FY2017 FY2018 FY2019 Fund # Dept # Device Model Purchase Date Total SW HW SW2 HW2 SW3 HW3 SW4 HW4 SW5 HW5 001 0100 CCIQM2-7 OptiPlex 390 2011-11-15 1 225 700 001 0100 CCIQM2-8 OptiPlex 3020 3/4/2014 1 225 700 001 0100 CCS1-7 Inspiron 5421 2003-10-23 1 600 001 0100 CCS2-7 Inspiron 5421 2003-10-23 1 600 001 0100 CCS3-7 Inspiron 5421 2003-10-23 1 600 001 0100 CCS4-7 Inspiron 5421 2003-10-23 1 600 001 0100 CCS5-7 Inspiron 5421 2003-10-23 1 600 001 0100 CCS6-7 Inspiron 5421 2007-01-01 1 600 001 0100 CCS7-7 Inspiron 5421 2003-10-23 1 600 001 0100 CCSMayor-7 Inspiron 5421 2004-02-19 1 600 001 0100 MAnderson8 OptiPlex 3020 3/4/2014 1 225 700 001 0200 CJones7 OptiPlex 380 2011-01-15 1 515 700 001 0200 FWBTVXP Custom 2010-01-01 1 225 700 001 0500 JSoria7 OptiPlex 380 2011-01-15 1 515 700 001 0200 MBeedie7 OptiPlex 390 2011-11-15 1 225 700 001 0320 iPad 3rd Gen 2012-03 1 650 650 001 0200 iPad 3rd Gen 2012-03 1 650 650 001 0300 DSchafer7 OptiPlex 380 2011-01-15 1 225 700 001 0300 LSinwelski7 OptiPlex 380 2011-01-15 1 515 700 001 0300 Tfranxman7 OptiPlex 380 2011-01-15 1 225 700 001 0300 ShuttleA7 DS61 V1.1 12/10/2013 1 225 700 001 0300 ShuttleB7 DS61 V1.1 12/10/2013 1 225 700 001 0300 ShuttleC7 DS61 V1.1 12/10/2013 1 225 700 001 0300 iPad 3rd Gen 2012-10 1 650 001 0320 DJenzen7 Custom 1/1/2010 1 515 700 001 0320 DMclemore7 Custom 1/1/2010 1 515 700 001 0320 IT01 Latitude E6420 9/6/2012 1 225 1200 001 0320 IT02 Latitude E6400 2010 1 225 1200 001 0320 ITTraining7 Shuttle 10/1/2013 1 225 700 001 0320 FWB-Kronos R710 2/20/2012 1 225 6200 001 0320 FWB-GISSQL R710 3/4/2011 1 11000 001 0320 FWB-GISSRV R710 3/4/2011 1 7200 001 0320 FWB-GISWEB R720 3/16/2013 1 6000 001 0320 FWB-TEST Custom 1/1/2010 1 5000 001 0320 FWB-Main Custom 2008 1 6000 001 0320 FWB-Exchange R710 8/23/2011 1 4700 001 0320 FWB-Proxmox R710 9/12/2011 1 5000 001 0320 FWB-VM R710 4/17/2012 1 5000 001 0320 PD-VMWare R710 4/24/2012 1 5000 001 0320 FWB-OSSIC R710 11/1/2010 1 500 5000 001 0320 FWB-OSSIR R710 11/1/2010 1 500 5000 001 0320 FWB-OSSIU Custom 1/1/2008 1 5000 4000 001 0320 IBS Server T310 12/17/2010 1 500 2500 001 0320 Coban Server Custom 5/29/2009 1 10000 001 0320 iPad 3rd Gen 2012-03 1 650 650 001 0400 HSpencer7 OptiPlex 380 2011-01-15 1 515 700 001 0400 Laserfiche7 OptiPlex 390 2011-11-15 1 225 700 001 0400 LVanetten7 OptiPlex 3010 2012-11-29 1 225 700 001 0400 MPerry8 OptiPlex 3020 3/4/2014 1 225 700 001 0400 iPad 4th Gen 2013-03 1 650 001 0500 ASnow7 OptiPlex 380 2011-01-15 1 225 700 001 0500 BFerris7 OptiPlex 380 2011-01-15 1 515 700 001 0500 CDunworth7 OptiPlex 3010 2012-11-29 1 515 700 001 0500 CGodwin7 OptiPlex 380 2011-01-15 1 225 700 001 0500 KBlatz7 OptiPlex 380 2011-01-15 1 225 700 001 0500 MWomack7 OptiPlex 3010 2012-11-29 1 515 700 001 0500 iPad 3rd Gen 2012-10 1 650 001 0530 DGreen7 OptiPlex 390 2011-11-15 1 225 700 001 0530 GScott7 OptiPlex 3010 2012-11-29 1 515 700 001 0530 PEubanks7 OptiPlex 380 2011-01-12 1 225 700 001 0800 CHunt7 OptiPlex 390 2011-11-15 1 225 700 001 0800 Coban PC 1 Inspiron 545 10/2/2009 1 225 700 001 0800 Coban PC 2 Inspiron 546 10/3/2009 1 225 700 001 0800 Coban PC 3 OptiPlex 380 2011-02-08 1 225 700 001 0800 Coban PC 4 OptiPlex 380 2011-02-08 1 225 700 001 0800 CommPol1-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 CommPol2-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 CommPol4-7 OptiPlex 380 2/8/2011 1 225 700 001 0800 CommPol5-8 OptiPlex 3020 3/4/2014 1 225 700 001 0800 CRPolice7 OptiPlex 3020 3/4/2014 1 225 700 001 0800 DBruhn7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest01-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest02-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest03-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest04-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 JailE7 OptiPlex 380 2011-02-08 1 225 700 001 0800 JailW7 OptiPlex 380 2011-02-08 1 225 700 001 0800 JHunt8 OptiPlex 3020 3/4/2014 1 225 700 001 0800 JWilson7 OptiPlex 390 2011-11-15 1 225 700 001 0800 KMccauley7 OptiPlex 380 2/8/2011 1 515 700 001 0800 KDuke7 OptiPlex 380 2011-01-15 1 225 700 166 001 0800 LOblak7 OptiPlex 390 2011-12-29 1 225 700 001 0800 MHolt7 OptiPlex 380 2011-02-08 1 225 700 001 0800 MHorgan7 OptiPlex 380 2011-01-15 1 225 700 001 0800 MRichards8 OptiPlex 3020 3/4/2014 1 225 700 001 0800 PD-SGT01-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 PD-SGT02-7 OptiPlex 380 2011-05-12 1 225 700 001 0800 PD-SGT03-7 OptiPlex 380 2011-05-01 1 225 700 001 0800 PD-SGT04-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 PD-SGT05-7 OptiPlex 390 2011-11-15 1 225 700 001 0800 PD-SGT06-7 OptiPlex 390 2011-11-15 1 225 700 001 0800 PD1001 Latitude E6420 2010-01-01 1 225 1200 001 0800 PD1002 Latitude E6420 2011-12-17 1 225 1200 001 0800 PD1003 Latitude E6400 2010 1 225 1200 001 0800 PD1004 Latitude E6430 1 225 1200 001 0800 PD1005 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1006 Latitude E6400 1 225 1200 001 0800 PD1007 Latitude E6430 1 225 1200 001 0800 PD1008 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1009 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1010 Latitude E6400 1 225 1200 001 0800 PD1011 Latitude E6420 1 225 1200 001 0800 PD1012 Latitude E6430 1 225 1200 001 0800 PD1013 Latitude E6430 1 225 1200 001 0800 PD1014 Latitude E6400 1 225 1200 001 0800 PD1015 Latitude E6420 1 225 1200 001 0800 PD1016 Latitude E6430 1 225 1200 001 0800 PD1017 Latitude E6430 1 225 1200 001 0800 PD1018 Latitude E6420 1 225 1200 001 0800 PD1019 Latitude E6430 1 225 1200 001 0800 PD1020 Latitude E6430 1 225 1200 001 0800 PD1021 Latitude E6420 1 225 1200 001 0800 PD1022 Latitude E6420 1 225 1200 001 0800 PD1023 Latitude E6420 1 225 1200 001 0800 PD1024 Latitude E6430 1 225 1200 001 0800 PD1025 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1026 Latitude E6430 1 225 1200 001 0800 PD1027 Latitude E6400 1 225 1200 001 0800 PD1028 Latitude E6400 1 225 1200 001 0800 PD1029 Latitude E6400 1 225 1200 001 0800 PD1030 Latitude E6420 2011-11-17 1 225 1200 001 0800 PDAdminSRVXP Custom 1 225 700 001 0800 PDDispatchN OptiPlex 3020 41702 1 225 700 001 0800 PDDispatchS OptiPlex 3020 3/4/2014 1 225 700 001 0800 PDFTO7 OptiPlex 380 2011-02-08 1 225 700 001 0800 PDMapagentxp Dimension 8300 2003-12-13 1 225 700 001 0800 PDSTCRVideoXP Custom 2008-01-01 1 225 700 001 0800 RHull7 OptiPlex 390 2011-11-15 1 225 700 001 0800 RPTRoomN7 OptiPlex 380 2011-02-08 1 225 700 001 0800 RPTRooms7 OptiPlex 380 2011-02-08 1 225 700 001 0800 RUOKXP Custom 2009-12-26 1 225 700 001 0800 SMercier7 OptiPlex 380 2011-01-15 1 225 700 001 0800 StreetCrimes2-7 OptiPlex 380 2011-01-15 1 225 700 001 0800 StreetCrimes3-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 StreetCrimes4-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 TLitschauer8 OptiPlex 3020 3/4/2014 1 225 700 001 0800 TMatz7 OptiPlex 390 2011-11-15 1 225 700 001 0800 WHordXP Custom 2007-01-01 1 225 700 001 0800 ZRandolph8 OptiPlex 3020 3/4/2014 1 225 700 001 0800 iPad 2nd Gen 2011-10 1 650 650 001 0900 ARoom6N7 OptiPlex 380 2011-02-08 1 225 700 001 0900 ARoom6W8 OptiPlex 3020 3/4/2014 1 225 700 001 0900 Battalion8 OptiPlex 3020 3/4/2014 1 225 700 001 0900 FD-SEMS-PC Latitude E6430 2012-12-03 1 225 1200 001 0900 FD6Captain7 OptiPlex 3010 2012-11-29 1 225 700 001 0900 FD7-Aroom7 OptiPlex 380 2011-02-08 1 225 700 001 0900 FD7-FrontOff7 OptiPlex 3010 2012-11-29 1 225 700 001 0900 FDCaptain8 OptiPlex 3020 3/4/2014 1 225 700 001 0900 FDTAB1 XPS 12 1/22/2013 1 225 1200 001 0900 FDTAB2 XPS 12 1/22/2013 1 225 1200 001 0900 GGuarin7 OptiPlex 390 2011-11-15 1 225 700 001 0900 KPerkins8 OptiPlex 3020 3/4/2014 1 225 700 001 0900 LCalabro8 OptiPlex 3020 3/4/2014 1 225 700 001 0900 MJohnson7 OptiPlex 380 2011-02-08 1 225 700 001 0900 iPad 3rd Gen 2012-10 1 650 001 1000 BCarmichaelXP Custom 2010-01-01 1 225 700 001 1000 DBryant8 OptiPlex 3020 3/4/2014 1 225 700 001 1000 JPeters7 OptiPlex 3010 2012-11-29 1 515 700 001 1000 JValandingham7 OptiPlex 380 2011-02-08 1 225 700 001 1000 LJackson8 OptiPlex 3020 3/4/2014 1 225 700 001 1000 ParksLaptop HP Laptop 2011-01-01 1 225 1200 001 1000 PShermanXPN Custom 2010-01-01 1 225 700 001 1000 TCorcoranXP Custom 2010-01-01 1 225 700 001 1000 VGardner7 OptiPlex 3010 2012-11-29 1 225 700 001 1000 iPad 3rd Gen 2012-10 1 650 001 1010 MMoxley7 OptiPlex 3010 2012-11-29 1 225 700 167 001 1010 RainBird7 Latitude E6420 2012-11-29 1 225 1200 001 1010 Galaxy Tablet 1st Gen 2012 1 300 001 1015 JFortune7 OptiPlex 3010 2012-11-29 1 225 700 001 1015 Galaxy Tablet 1st Gen 2012 1 300 001 1020 JFleming7 OptiPlex 3010 2012-11-29 1 225 700 001 1020 SRPOS-8 OptiPlex 3020 3/4/2014 1 225 700 001 1060 JKepple8 OptiPlex 3020 3/4/2014 1 225 700 001 1060 NCardinalXP OptiPlex 380 2010-08-02 1 225 700 001 1060 PGouldXP OptiPlex 380 2010-08-02 1 225 700 001 1060 Jkepple - County OptiPlex 380 2010 1 700 001 1060 OptiPlex 3020 Children's Lib. County 3/4/2014 1 700 001 1060 Circ I OptiPlex 390 2010 1 700 001 1060 Circ II OptiPlex 390 2010 1 700 001 1060 Circ III OptiPlex 390 2010 1 700 001 1060 Director's County OptiPlex 3020 3/4/2014 1 700 001 1060 Kids Cat I Custom 3/4/2014 1 700 001 1060 Kids Cat II OptiPlex 3020 6/29/1905 1 700 001 1060 Kid's Circulation OptiPlex 780 2010 1 700 001 1060 OptiPlex 3020 Steve Bryan - County 41702 1 700 001 1060 Library Laptop Latitude E6520 2011 1 1200 001 1060 OptiPlex 390 PC Reservation Command 2012 1 700 001 1060 OptiPlex 380 PC Reservation Signon 2010 1 700 001 1060 Public #1 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #2 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #3 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #4 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #5 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #6 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #7 OptiPlex 3020 3/4/2014 1 700 001 1060 Public #8 OptiPlex 390 2012 1 700 001 1060 Public #9 OptiPlex 390 2012 1 700 001 1060 Public #10 OptiPlex 390 2012 1 700 001 1060 Public #11 OptiPlex 390 2012 1 700 001 1060 Public #12 OptiPlex 390 2012 1 700 001 1060 Public #13 OptiPlex 390 2012 1 700 001 1060 Public #14 OptiPlex 390 2012 1 700 001 1060 Public #15 OptiPlex 390 2012 1 700 001 1060 Public #16 OptiPlex 390 2012 1 700 001 1060 Public Cat I OptiPlex GX270 2008 1 700 001 1060 Public Cat II Custom 2008 1 700 001 1060 Public Cat III Custom 2007 1 700 001 1060 Transit Desk OptiPlex 3020 3/4/2014 1 700 001 1070 AGardner7 OptiPlex 3010 2012-11-29 1 225 700 001 1070 GMeyer8 OptiPlex 3020 3/4/2014 1 225 700 001 1070 MWeech8 OptiPlex 3020 3/4/2014 1 225 700 001 1070 Museum7 Latitude 3330 9/4/2013 1 225 1200 001 1070 PassPerfect8 OptiPlex 3020 5/6/2014 1 225 700 001 1070 POSMuseum7 OptiPlex 390 2011-11-15 1 225 700 001 1070 SchoolHouseXP Custom 2005-08-27 1 225 700 001 1080 JRogers7 OptiPlex 3010 2012-11-29 1 225 700 001 1200 SFoster7 OptiPlex 990 2011-09-09 1 515 1500 001 1200 LLethcoe8 OptiPlex 3020 3/4/2014 1 515 700 001 1200 MBryant7 OptiPlex 990 2011-09-09 1 515 1500 001 1200 SHawkins7 OptiPlex 990 2011-09-09 1 515 1500 001 1200 TBolduc7 OptiPlex 390 2011-11-15 1 515 700 001 1200 iPad 3rd Gen 2012-03 1 650 650 001 1200 iPad 3rd Gen 2012-10 1 650 001 1205 EJones7 OptiPlex 3010 2012-11-29 1 515 700 001 1205 CShepheard7 OptiPlex 390 2011-11-15 1 225 700 001 1215 BHenderson7 OptiPlex 380 2011-01-15 1 515 700 001 1215 CDucharme7 OptiPlex 390 2011-11-15 1 225 700 001 1215 JStevens7 OptiPlex 3010 2012-11-29 1 515 700 001 1215 JStevensXP-L Lenovo Laptop 1 225 1200 001 1215 MBlatz7 OptiPlex 3010 7/31/2013 1 225 700 001 1217 BRhodes7 OptiPlex 390 2011-11-15 1 225 700 001 1217 BRhodesXP-L Lenovo Laptop 1 225 1200 001 1217 EMoore7 OptiPlex 390 2011-11-15 1 225 700 001 1220 JBanks7 OptiPlex 380 2011-01-15 1 225 700 001 1220 TSheldon7 OptiPlex 390 2011-11-15 1 225 700 001 1220 MUyehara7 OptiPlex 3010 2012-11-29 1 225 700 001 1220 SSmith7 OptiPlex 380 2011-01-15 1 225 700 001 1230 CHATrain-7 Latitude E6420 2011-08-24 1 225 1200 001 1230 GAdams7 OptiPlex 380 2011-01-15 1 225 700 001 1230 LRiceXP OptiPlex 380 2011-01-15 1 225 700 001 1230 Galaxy Tablet 1st Gen 2012 1 300 001 1230 Galaxy Tablet 1st Gen 2012 1 300 001 1230 Galaxy Tablet 1st Gen 2012 1 300 001 1240 Galaxy Tablet 1st Gen 2012 1 300 001 1040 DTrimm7 OptiPlex 380 2011-02-08 1 225 700 001 1040 GCBackRM18 OptiPlex 3020 3/4/2014 1 225 700 001 1040 GolfCourseN7 OptiPlex 380 2011-01-15 1 225 700 001 1040 GolfCourseS7 OptiPlex 380 2011-02-08 1 225 700 001 1040 JAtes7 OptiPlex 380 2011-02-08 1 225 700 001 1040 OaksTee7 Latitude E6430 2012-12-03 1 225 1200 001 1040 PinesTee7 Latitude E6430 2012-12-03 1 225 1200 168  001 1040 TQuinones7 OptiPlex 380 2011-02-08 1 225 700 001 1045 JWilkinson8 OptiPlex 3020 3/4/2014 1 225 700 001 1045 RFlanagan7 OptiPlex 390 2011-11-15 1 225 700 0011 1045 GCMaintXP Custom 2010-01-01 1 225 700 109 0800 CommPol3-7 OptiPlex 390 2011-11-15 1 225 700 109 0800 CommPol6-7 OptiPlex 390 2011-11-15 1 225 700 109 0800 CommPol7-7 OptiPlex 390 2011-11-15 1 225 700 109 0800 PD1031 Latitude E6420 2011-11-17 1 225 1200 109 0800 PD1032 Latitude E6420 2011-11-17 1 225 1200 109 0800 PD1033 Latitude E6420 2011-11-17 1 225 1200 109 2000 CFrassetti7 OptiPlex 380 2011-07-22 1 515 700 401 0520 BGustman7 OptiPlex 380 2011-02-08 1 225 700 401 0520 CashierE7 OptiPlex 3010 2012-11-29 1 225 700 401 0520 JLabermeyer7 OptiPlex 380 2011-02-08 1 225 700 401 0520 KBarnes8 OptiPlex 3020 3/4/2014 1 225 700 401 0520 KHart7 OptiPlex 380 2011-01-15 1 225 700 401 0520 PDurham8 OptiPlex 3020 3/4/2014 1 225 700 401 0520 Stars7 OptiPlex 390 2012-06-11 1 225 700 401 1300 DFousek7 OptiPlex 380 2011-01-15 1 225 700 401 1300 DPayne7 OptiPlex 390 2011-12-29 1 515 700 401 1300 Engineering-LaptopLatitude E6410 2010-09-10 1 225 1200 401 1300 Warehouse8 OptiPlex 3020 3/4/2014 1 225 700 401 1300 GImperial7 OptiPlex 3010 2012-11-29 1 515 700 401 1300 JGlassburn7 OptiPlex 3010 2012-11-29 1 225 700 401 1300 PCooke7 OptiPlex 990 2011-09-09 1 515 1500 401 1300 Galaxy Tablet 1st Gen 1 300 401 1310 BRollins7 OptiPlex 3010 2012-11-29 1 225 700 401 1310 MeterXP Latitude E6400 1 225 1200 401 1310 MWoodall7 OptiPlex 3010 2012-11-29 1 225 700 401 1310 WaterOPS7 OptiPlex 390 2011-11-15 1 225 700 401 1310 iPad 3rd Gen 2012-07 1 650 650 401 1310 Galaxy Tablet 1st Gen 2012 1 300 401 1310 Galaxy Tablet 1st Gen 2012 1 300 401 1340 Galaxy Tablet 1st Gen 2012 1 300 401 1350 DFelix8 OptiPlex 3020 3/4/2014 1 225 700 401 1350 HSUPrimary7 OptiPlex 380 2011-02-08 1 225 700 401 1350 JCokerXP Custom 2010-01-01 1 225 700 401 1350 LKilburn7 OptiPlex 390 2011-11-15 1 225 700 401 1350 Utilities1-7 Latitude E6430 1 225 1200 401 1350 Utilities2-7 Latitude E6420 2012-03-21 1 225 1200 401 1350 Galaxy Tablet 1st Gen 2012 1 300 401 1350 Galaxy Tablet 1st Gen 2012 1 300 401 1350 Galaxy Tablet 1st Gen 2012 1 300 403 1360 JGunn7 OptiPlex 380 2011-02-08 1 225 700 403 1360 LLockhart7 OptiPlex 390 2012-02-14 1 225 700 405 1380 SWilson7 OptiPlex 390 2011-11-15 1 225 700 405 1380 iPad 2nd Gen 2011-10 1 650 650 405 1380 Galaxy Tablet 1st Gen 2012 1 300 405 1380 Galaxy Tablet 1st Gen 2012 1 300 Total 300 $ 14,055 $ 58,450 $ 11,995 $ 61,400 $ 13,215 $ 60,700 $ 12,830 $ 67,350 $ 10,190 $ 65,000 169 Fleet Replacement Program The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 7-year cycle and the remainder of the fleet on a 10-year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed based on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis should be performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City. If a department requests a new (not replacement) vehicle, priority is given to purchases needed to meet the goals and policies as defined by City Council in the Strategic Plan or during the annual budget process. The FY 2014-15 budget, the second year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT CRITERIA Age One (1) point is assigned for every two (2) years of age. Mileage One (1) point is assigned for each 10,000 miles or 1,000 hours of operation. Repair/Maintenance One (1) to five (5) points assigned based on repair/maintenance expenses incurred over past ten years. Five (5) points represents 100% or more of purchase price and (1) one point represents 20% of the purchase price. No points if less than 20%. Point Ranges for Replacement Consideration: Excellent Less than 9 points Good 10 – 14 points Qualifies for Replacement 15 – 19 points Needs Replacement More than 20 points Overall Condition May be used if needed to further refine prioritization (e.g. in the event of funding constraints). One (1) to five (5) points assigned based on the condition of the body, rust, interior, anticipated repairs, etc. Five (5) points represents extremely poor condition and (1) one point represents like new condition. Any ranking over (3) will require a repair estimate. City of Fort Walton Beach, FL 170  Vehicle Replacement Schedule FY2015 FY2016 FY2017 FY2018 FY2019 Column1 Total Replace Replace2 Replace3 Replace4 Replace5 General Fund 111 $ 238,000 $ 350,000 $ 345,000 $ 350,000 $ 442,942 FBC Fund 2 $ 23,250 $ 24,000 $ 25,000 $ - $ - CRA Fund 7 $ - $ 86,000 $ 33,000 $ - $ - Utilities Fund 27 $ - $ 115,000 $ 80,000 $ 75,000 $ 70,000 Sanitation Fund 22 $ 240,000 $ 315,000 $ 255,000 $ 315,000 $ 245,000 Stormwater Fund 8 $ - $ 169,000 $ 107,900 $ 53,000 $ 63,000 177 $ 501,250 $ 1,059,000 $ 845,900 $ 793,000 $ 820,942 FY2020 FY2021 FY2022 FY2023 FY2024 Column1 Total Replace Replace2 Replace3 Replace4 Replace5 General Fund 111 $ 452,912 $ 422,912 $ 467,912 $ 500,000 $ 450,000 FBC Fund 2 $ - $ - $ - $ - $ - CRA Fund 7 $ - $ 99,000 $ - $ - $ 33,000 Utilities Fund 27 $ 80,000 $ 70,000 $ 80,000 $ 100,000 $ 50,000 Sanitation Fund 22 $ 345,000 $ 345,000 $ 250,000 $ 345,000 $ 345,000 Stormwater Fund 8 $ 107,900 $ 53,000 $ - $ - $ - 177 $ 985,812 $ 989,912 $ 797,912 $ 945,000 $ 878,000 Schedule is being updated and detailed information is not available for the FY 2014- 15 Budget publication 171 Capital Improvements Program The City’s Capital Improvements Program (CIP) is a five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. Capital expenditures may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CIP PROCESS The FY 2014-15 budget, the first year of the CIP, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. The CIP provides information on the current and long-range infrastructure needs of the City and provides a mechanism for balancing needs and resources as well as setting priorities and schedules for capital projects. Each project or program is assigned a four-digit CIP number so expenditures can be easily tracked during the year and also across years. Each year as part of the budget process, the list of projects is reviewed for relevance, need, cost, and priority. The five-year CIP is revised annually based on the following parameters: • Relevance to City Council priorities, and Federal or State mandates • Maintenance and preservation of current infrastructure • Expansion of current program or service • Initiation of new program or service • Funding source The Enterprise Funds (Utilities, Sanitation, and Stormwater) are funded with user fees and do not compete with other City projects for funding. The estimated project costs to be funded within the CIP include all costs related to design, engineering, acquisition, construction, and project management. FINANCING ALTERNATIVES Capital improvements may be funded by a variety of means depending on the nature of the project, availability of funds, and the policies of City Council. Financing decisions are made based on established City policies and available financing options directly related to project timing and choice of revenue sources. The funding methodology for the CIP is reliant upon available resources including funds from grants and user fees, useful life of the improvement, and sharing the costs between current and future users. While some projects can be delayed until funds from existing revenues are available, others cannot. The City explores all options such as ad valorem taxes, grants, user fees, bonds, loans, and reserves to fund improvements. The following financing sources are available to fund the CIP: • Ad Valorem Taxes – The City rarely uses property taxes as a debt security due largely to the required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to the assessed value of individual property, not to the consumption of specific goods and services (e.g. sales tax). • Non-Ad Valorem Revenues – Non-ad valorem revenues can be pledged to support various types of bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for general government purposes and repayment is unrelated to the revenue generating capacity of the project being financed. However, unlike general obligation bonds, City of Fort Walton Beach, FL 172 Capital Improvements Program non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing). • Special Revenue Sources – Include the following: • Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees). • Special Assessments – Like impact fees, special assessments are levied against residents, agencies, or districts that directly benefit from the new service or improvement (e.g. sidewalks and street paving) and must be apportioned fairly. • User Fees and Charges – These revenues include a variety of license and permit fees, facility and program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital projects, but could be a source of direct funding of a small capital improvement. • Enterprise Fund User Fees – These revenues are derived from self-supporting business enterprises - utilities, sanitation, and stormwater - which provide services in return for compensation. The enterprise revenue used to secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs. • Note – A written, short-term promise to repay a specified amount of principal and interest on a certain date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less. Rarely used by the City. • Commercial Paper - Generally defined as short term, unsecured promissory notes issued by organizations of recognized credit quality, usually a bank. Rarely used by the City. • Bond – An issuer’s obligation to repay a principal amount on a certain date (maturity date) with interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter time period. • General Obligation Bonds – A bond secured by the full faith and credit of the City’s ad valorem taxing power. These are rarely used in Florida, and by the City in particular, due to the requirement for a voter referendum. • Revenue Bonds – Bonds payable from a specific revenue source, not the full faith and credit of an issuer’s taxing power and require no electoral approval. Pledged revenues are often generated by the operation or project being financed (e.g. sales tax, water user fees, golf user fees). City of Fort Walton Beach, FL 173  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 TOTAL 176 5342 Fire Station 7 Renovation beyond current five-year CIP horizon - Fire - - - - - - 178 5071 Tennis Center Improvements - 20,000 21,000 37,500 - 78,500 Recreation - 20,000 21,000 37,500 - 78,500 180 5013 Jet Stadium Improvements - - 55,000 210,000 - 265,000 182 5117 Rec Center Phase II 136,856 80,000 80,000 - - 296,856 Parks 136,856 80,000 135,000 210,000 - 296,856 184 5037 Irrigation Improvements beyond current five-year CIP horizon - 186 5039 Bulkhead Replacement - 82,500 - - - 82,500 Golf Grounds - 82,500 - - - 82,500 188 5074 City Hall Complex Renovation beyond current five-year CIP horizon - 190 5147 Field Office Consolidation beyond current five-year CIP horizon - Facilities - - - - - - 192 5018 Street Resurfacing 100,000 125,000 125,000 125,000 125,000 600,000 Streets 100,000 125,000 125,000 125,000 125,000 600,000 GENERAL FUND TOTAL 236,856 307,500 281,000 372,500 125,000 1,057,856 194 5018 Street Resurfacing - 100,000 100,000 100,000 100,000 400,000 196 5609 Gateway Park 100,000 - - - - 100,000 CRA FUND TOTAL 100,000 100,000 100,000 100,000 100,000 500,000 198 5056 Water Line Replacement 51,750 249,500 76,500 37,500 37,500 452,750 Water Distribution 51,750 249,500 76,500 37,500 37,500 452,750 200 5032 Sewer System Grouting & Lining 198,000 185,000 185,000 185,000 185,000 938,000 202 5048 Lift Station Rehabilitation 225,000 50,000 50,000 50,000 50,000 425,000 204 5065 Sewer Line Replacement - 100,000 - 25,000 25,000 150,000 206 5421 Reuse System Expansion - 100,000 50,000 50,000 50,000 250,000 Sewer Collection & Treatment 423,000 335,000 235,000 260,000 260,000 1,513,000 UTILITIES FUND TOTAL 474,750 584,500 311,500 297,500 297,500 1,965,750 208 5019 Stormwater Improvements 70,000 450,000 450,000 450,000 450,000 1,870,000 STORMWATER FUND TOTAL 70,000 450,000 450,000 450,000 450,000 1,870,000 GRAND TOTAL - ALL FUNDS 881,606 1,442,000 1,142,500 1,220,000 972,500 5,393,606 Where the funding comes from... …and where it goes General Fund Parks & Transportation Revenues Recreation 20% 20% 9% CRA TIF Revenues 9% Utilities Water & Stormwater Revenues Sewer 35% 71% 36% 174  FUNDING METHODOLOGY FY 2014-15 TIMELINE FUTURE Operating Bond / Debt Other(1) / Fund Bal / FIVE YEAR Estimated Project YEAR Revenues Grant Issue In-Kind(2) Net Assets TOTAL Start Duration EXPENSES beyond current five-year CIP horizon - 2,050,000 - - - - - - 2,050,000 78,500 - - - - 78,500 - 78,500 - - - - 78,500 - 265,000 - - - - 265,000 - 296,856 - - - - 296,856 Jan 2015 15 months - 296,856 - - - - 296,856 - beyond current five-year CIP horizon - 1,000,000 82,500 - - - - 82,500 - 82,500 - - - - 82,500 1,000,000 beyond current five-year CIP horizon - TBD beyond current five-year CIP horizon - TBD - - - - - - - 600,000 - - - - 600,000 Mar 2015 2 months - 600,000 - - - - 600,000 - 1,057,856 - - - - 1,057,856 3,050,000 400,000 - - - - 400,000 - 100,000 - - - - 100,000 Jan 2015 1 month - 500,000 - - - - 500,000 - 452,750 - - - - 452,750 Oct 2014 12 months - 452,750 - - - - 452,750 - 938,000 - - - - 938,000 Oct 2014 12 months - 425,000 - - - - 425,000 Oct 2014 12 months - 150,000 - - - - 150,000 - 250,000 250,000 1,513,000 - - - - 1,513,000 - 1,965,750 - - - - 1,965,750 - 1,395,000 - - 475,000 - 1,870,000 Oct 2014 12 months - 1,395,000 - - 475,000 - 1,870,000 - - - 4,918,606 - - 475,000 - 5,393,606 3,050,000 Italics denotes a project beyond the current five-year CIP horizon. (1) Other includes special assessments and land sales. (2) In-kind matching grant contributions are budgeted as operational expenses (usually personal services). Note: Some projects also have carry-over funds, which are not included in these totals but noted as part of the budget resolution at the end of the budget document. 175  Capital Improvement Project (CIP) Request Department & Division: Fire Services CIP #: 5342 New Project Project Update CIP Title: Fire Station 7 Renovation Neighborhood: Investment Objective: Operational Impact: Objective: Renovate Fire Station 7 on Lewis Turner Blvd Justification: Station 7 was built in 1974. Station 6 was renovated in 2003. Scope: Add a training room and renovate the training tower. Note: This project is beyond the current five-year CIP horizon, but included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - $850K Bond Issue - $120K/yr Debt Payments - - - - - - - PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - $850K Project Cost - $120K Annual Debt Service - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 176  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - No payroll impact Operating - Operating impact TBD on specifications Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 FY 2011-12 Renovations to Bathrooms, Kitchen, Bunk Room, Day Room, Entry Room 24,477 FY 2010-11 Renovations to Bathrooms, Kitchen, Bunk Room, Day Room, Entry Room 47,637 FY 2009-10 - 72,114 Station 7 on Lewis Turner Boulevard 177  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Recreation CIP #: 5071 New Project Project Update CIP Title: Tennis Center Improvements Neighborhood: Investment Objective: Operating Impact: Objective: Replace fencing and landscaping as well as resurface tennis courts Justification: The Tennis Center was built in 1977 with assistance from a state grant. It is the home of four local schools' tennis teams, weekly leagues, and a $25,000 USTA Pro Circuit Women's Challenger. Scope: Replace interior fencing – 1500’ of 9’ vinyl coated fencing = $37,500 Replace interior fencing – 1500’ of 4’ vinyl coated fencing = $21,000 Resurface 4 remaining tennis courts = $15,000 Landscape interior around courts = $5,000 Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - 20,000 21,000 37,500 - 78,500 - - - 20,000 21,000 37,500 - 78,500 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 15,000 15,000 Resurface 4 courts 5,000 5,000 Landscaping 21,000 21,000 Replace 4' Fencing (1500ft) 37,500 37,500 Replace 9' Fencing (1500ft) - - 20,000 21,000 37,500 - 78,500 Note: Totals for funding sources and project expenses must reconcile for each year. 178  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating 250 250 500 Depending on landscaping selected, there may be Capital Outlay - a minimal increase in utilities Total - - - 250 250 500 Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - Fort Walton Beach Tennis Center 179  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Parks CIP #: 5013 New Project Project Update CIP Title: Jet Stadium Improvements Neighborhood: Investment Objective: Operating Impact: Objective: Pave Parking Area and Replace Field Lights Justification: Jet Stadium was built in 1955. The clay parking surface is problematic in inclement weather. An asphalt surface will also increase the amount of parking at the complex. Scope: Lay an aggregate base of crushed limerock over 51,425 sq. ft. in preparation for asphalt construction the following year. Replace lighting for baseball and football fields. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 210,000 - 210,000 - - - - - 210,000 - 210,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 55,000 55,000 Limerock Aggregate 80,000 80,000 Parking Area Asphalt 130,000 130,000 Field Lighting - - - - 55,000 210,000 - 265,000 Note: Totals for funding sources and project expenses must reconcile for each year. 180  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating (150) (150) 10% utilities decrease with more efficient lighting Capital Outlay - Total - - - (150) - (150) Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - Jet Stadium Parking Lot 181  Capital Improvement Project (CIP) Request Department & Division: Recreation - Parks CIP #: 5117 New Project Project Update CIP Title: Recreation Complex Phase 2 Neighborhood: Investment Objective: Operating Impact: Objective: Construct Phase 2 to the new Recreation Complex in the current location of the BMX Skatepark Justification: The Phase 2 portion of the Complex will complete the project to include all 25 acres of Recreation Space. Scope: The Project will include different types of activities to go along with the new Recreation Complex that includes a mile exercise trail, baseball, soccer, and softball fields, a new recreation center that includes raquetball courts, a gymnasium, a gameroom, dance rooms, after school areas, and a Senior Center wing. Current Year Objectives: Current year objectives include developing a Master Site Plan for the project and to begin construction of a portion of the facility. The remainder portion of the facility will be budgeted the following year. Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 136,856 80,000 80,000 296,856 - - 136,856 80,000 80,000 - - 296,856 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 136,856 80,000 80,000 296,856 - - - - 136,856 80,000 80,000 - - 296,856 Note: Totals for funding sources and project expenses must reconcile for each year. 182  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - Uncertain; predicting revenue increase. Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - 183  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf Grounds CIP #: 5037 New Project Project Update CIP Title: Irrigation Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Replace aging and inadequate irrigation system on the Pines golf course. Justification: The irrigation system was installed around 1967 with a life span of 40 years. Inadequate pipe size, rusting galvanized pipe, problems with isolation valves, poor head spacing, and lack of water coverage are some problems with this antiquated system. Scope: Irrigation project would be bid out to certified golf course irrigation contractor to replace all piping, sprinkler heads, and control system. Irrigation heads would be added to cover areas not currently watered. Golf course would have to be shut down for a 6-8 month period of time to complete the work. This project would be undertaken in conjunction with the rebuilding of greens to minimize course downtime. Note: this project is beyond the current five-year CIP horizon, but is included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 184  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - Revenue decrease while course closed for repairs Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - No operating impact because reclaimed water Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - Pines Course Irrigation 185  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf Grounds CIP #: 5039 New Project Project Update CIP Title: Bulkhead Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace Deteriorating Bulkhead Justification: Current wood seawall is deteriorating and needs to be replaced before it fails. The wall is in place to stabilize the fairway so it will not fall into the canal. Scope: Bulkheads direct water flow and protect course conditions by preventing erosion. This project would replace the bulkhead on the Oaks course from Bridge #3 to #6 Tee. Due to severe storms, FEMA is assisting the City with Golf Grounds repairs, which could directly effect this project. Outcome unkown at time of publication. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 82,500 82,500 - - - 82,500 - - - 82,500 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 82,500 82,500 - - - - - 82,500 - - - 82,500 Note: Totals for funding sources and project expenses must reconcile for each year. 186  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - Oaks Course Bulkhead 187  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5074 New Project Project Update CIP Title: City Hall Complex Renovation Neighborhood: Investment Objective: Operational Impact: Objective: Modernize City Hall Complex Justification: City Hall was constructed in 1963 and has undergone several additions, the last of which occurred in 1977. The buildings have exceeded their useful life and are highly energy inefficient. Scope: The City Hall Complex consists of City Hall, City Hall Annex, Council Chambers, and Auditorium. Major renovation of the buildings is needed to improve electrical, plumbing, and HVAC & lighting energy efficiency. The roofs on City Hall and the Council Chambers, installed in 1991, are comprised of pea gravel and hot tar and have exceeded their anticipated 15-year life but have experienced only small leaks so far. The Auditorium lacks ADA accessibility. Note: this project is beyond the current five-year CIP horizon, but is included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 188  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - $30K utilities savings estimated Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 FY 2011-12 Repair Annex Light Sensor 4,058 FY 2010-11 Energy Efficiency Lighting Controls & Training Room Installed 16,784 FY 2009-10 20,841 City Hall 189  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5147 New Project Project Update CIP Title: Field Office Consolidation Neighborhood: Investment Objective: Operational Impact: Objective: Consolidate Field Offices Justification: These facilities were constructed in the 1970's. Consolidating operations in one location - perhaps behind the sanitation yard - would improve operational efficiency through reduced energy and building maintenance expenses and staffing efficiencies. Scope: The City operates several field offices off Hollywood Blvd: Facilities - supplies/equipment for City facilities; holiday decorations/parade float materials storage; sign shop operations. Fleet - 8 bays; supplies and equipment to maintain vehicles and heavy equipment are housed here. Field Office - water, sewer, stormwater, streets administrative offices. Engineering/Warehouse - engineering administrative offices; warehouse for utilities pipes & fixtures Sanitation - administrative offices. Major renovation of the buildings is needed to improve electrical, plumbing, and HVAC & lighting energy efficiency. Their prime location on Hollywood Blvd makes them suitable for sale for commercial or light industrial use, thereby increasing ad valorem revenues. Note: this project is beyond the currrent five-year CIP horizon, but is included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 190  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - $35K staffing reduction anticipated Operating - $!0K utilities savings anticipated Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - Facilities Maintenance Building 191  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5018 New Project Project Update CIP Title: Street Resurfacing Neighborhood: Investment Objective: Operational Impact: Objective: Maintain Smooth Roadways Justification: Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. Scope: The City resurfaces a portion of roadway each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface requires the use of compacted Type III asphalt to a depth of 1/2" to 1-1/2" over the existing asphalt surface. Milling and resurfacing requires cutting the existing asphalt surface down 1/2" to 1-1/2" and applying a new coat of asphalt and is the more expensive option for pavement improvement. Current Year Objectives: Using the City's MicroPaver Condition Index, the following Streets are recommened for resurfacing and/or striping: Baker Ave NW from Holmes Blvd NW to Sotir Street NW, and restriping of Hill Avenue from Hollywood Boulevard NW to Lovejoy Road NW. Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 100,000 125,000 125,000 125,000 125,000 600,000 Local Option Fuel Tax Revenue - - 100,000 125,000 125,000 125,000 125,000 600,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 100,000 125,000 125,000 125,000 125,000 600,000 Locations Based on PCI - - - - 100,000 125,000 125,000 125,000 125,000 600,000 Note: Totals for funding sources and project expenses must reconcile for each year. 192  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year projects will be completed during the first quarter of FY 2014-15. Prior Year Activities Fiscal Year Activities Expense FY 2013-14 Hooper Dr., Hollywood Blvd from Beal Pkwy. east to Chicago Ave. - FY 2012-13 Crosswalks & Stop Bars 4,330 FY 2011-12 Gilmore Ct, Eagle St, Victoria Pl, Leila Pl, Poulton Dr, Fleet St, Rodney Ave, Deal Ave, Cowrie Ave, Robinwood Dr, Fourth St, Forsman Dr, and Forsman Cir 128,411 FY 2010-11 Odin Ln, North Sea Ln, Nordic Ln, Sea Rover Ln, Viking Dr, Eagle St, Bay Ct, Gregory Ave, Cecelia Dr, Lula Belle Ln 123,498 FY 2009-10 Street Overlays 134,874 391,113 Pavement Condition Index 193  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets (CRA) CIP #: 5018 New Project Project Update CIP Title: Street Resurfacing Neighborhood: Investment Objective: Operational Impact: Objective: Maintain Smooth Roadways Justification: Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. Scope: The City resurfaces a portion of roadway each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface requires the use of compacted Type III asphalt to a depth of 1/2" to 1-1/2" over the existing asphalt surface. Milling and resurfacing requires cutting the existing asphalt surface down 1/2" to 1-1/2" and applying a new coat of asphalt and is the more expensive option for pavement improvement. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments - 100,000 100,000 100,000 100,000 400,000 - - - 100,000 100,000 100,000 100,000 400,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 50,000 50,000 50,000 50,000 200,000 Residential areas, solid line 50,000 50,000 50,000 50,000 200,000 Commercial areas, dashed line - - - - 100,000 100,000 100,000 100,000 400,000 Note: Totals for funding sources and project expenses must reconcile for each year. 194  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: FY13 project not completed will be carried over into FY14: Hollywood Blvd from Chicago Ave to Bay Dr Prior Year Activities Fiscal Year Activities Expense FY 2013-14 FY 2012-13 Crosswalks & Stop Bars 3,370 FY 2011-12 Alconese Ave, Chicago Ave, Windham Ave, Ferry Rd, Third St, Vine Ave, Perry Ave, Chestnut Ave, Chicago Ave, Tupelo Ave, Cedar Ave 122,251 FY 2010-11 Methodist Ave, Second St, Windham Ave, Lowery Pl, Tupelo Ave, Kiwi Pl, Church Ave, Park Pl, Shell Ave, Ferry Rd, Florida Blanca Pl 106,783 FY 2009-10 Bass Ave, Shell Ave, Third St, Fourth St, Tupelo Ave, & First St 132,850 365,254 Pavement Condition Index 195  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Gateway Park (CRA) CIP #: 5609 New Project Project Update CIP Title: Gateway Park Neighborhood: Investment Objective: Operational Impact: Objective: Achieve Consistency and Compatibility in Signage Justification: Clear identifying signage for the CRA district will help to increase visibility and improve marketability of the area. In addition, the property selected for the Gateway Park is currently blighted and in disrepair. Scope: The City will acquire a piece of property at the entrance to the CRA and install a sign that will promote activities within the district. The property will also serve as a park. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 100,000 - - 100,000 - - - - 100,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 20,000 20,000 75,000 75,000 5,000 5,000 - - 100,000 - - - - 100,000 Note: Totals for funding sources and project expenses must reconcile for each year. 196  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: NA Prior Year Activities Fiscal Year Activities Expense FY 2013-14 FY 2012-13 FY 2011-12 FY 2010-11 FY 2009-10 - 197  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Water Distribution CIP #: 5056 New Project Project Update CIP Title: Water Line Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace Substandard Water Lines Justification: Improved water pressure and fire protection. Scope: Replace substandard (both in size and material) water lines with new PVC or ductile iron mains for increased water flow and improved fire protection. The substandard water mains consist of galvanized iron or cast iron and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. Current Year Objectives: Andalusia Street from Yacht Club Drive to Irwin Avenue (Cinco Bayou neighborhood) - in-house labor Vista Street from Coral Drive to Driftwood Avenue (Seabreeze neighborhood) - in-house labor Wheeler Street from Waynel Circle to Okahatchee Circle (Elliot's Point neighborhood) - in-house labor Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 51,750 249,500 76,500 37,500 37,500 452,750 Operating Revenue - - 51,750 249,500 76,500 37,500 37,500 452,750 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 51,750 51,750 Andulusia St., Vist Street, Wheeler St. London Ave., Robinwood Dr., Cincio 249,500 249,500 Bayou Bridge Water Line 76,500 76,500 Moriarity St., Oregon Dr. 37,500 37,500 TBD 37,500 37,500 TBD 51,750 249,500 76,500 37,500 37,500 452,750 Note: Totals for funding sources and project expenses must reconcile for each year. 198  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: FY14 projects that are not completed will be carried over into FY15. Prior Year Activities Fiscal Year Activities Expense FY 2013-14 Oak St, Stacy Cir, Nebraska Ave, Cinco Bridge 16" Water Line 26,153 FY 2012-13 California Dr, Baker Ave, Coral Dr, Soundside, Bayou Woods, Watson Dr 39,891 FY 2011-12 Laurie Dr, Hunter Pl, California Dr, Baker Ave, Coral Dr, Irwin Ave 145,612 FY 2010-11 Baytowne View, Judicial Center, Girard Avenue - new development 11,286 FY 2009-10 Judicial Center Water Main Extension 56,892 279,835 Old Line Removed, Ready for New Line Installation 199  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5032 New Project Project Update CIP Title: Sewer System Grouting & Lining Neighborhood: Investment Objective: Operational Impact: Objective: Grout & Line Sewer Lines Justification: Improved grouting and lining helps prevent inflow and infiltration and decreases treatment costs, stop-ups, and emergency repairs or sanitary sewer outflows. Scope: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and possibly sanitary sewer overflows. Prior to performing the rehabilitation, mains and manholes are inspected via closed-circuit television and monitored for leaks and other problems. The rehabilitation techniques include cured-in-place pipe lining, epoxy- or urethane-based manhole lining, and chemical root treatment. Current Year Objectives: Locations based on upon SSES Pilot Project, video reports, and maintenace. Determination if line is to be replaced or lined will come from video reports. Preliminarily, segments in the following locations will be lined in FY 2015: Walter Martin Road NE, McGriff Street NE, Carson Drive NE, Combs Manor Court NW, Uptown Station Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 198,000 185,000 185,000 185,000 185,000 938,000 Operating Revenues - - 198,000 185,000 185,000 185,000 185,000 938,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 198,000 185,000 185,000 185,000 185,000 938,000 Locations TBD - - - - 198,000 185,000 185,000 185,000 185,000 938,000 Note: Totals for funding sources and project expenses must reconcile for each year. 200  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - Inflow & infiltration can increase the City's Capital Outlay - wastewater treatment bill by as much as Total - - - - - - $150K/mo during a rainy month Project Update/Carry-Over Status: All prior year objectives are completed. Prior Year Activities Fiscal Year Activities Expense FY 2013-14 Sanitary Sewer Study Line in Place - FY 2012-13 Sanitary Sewer Study Line in Place 74,881 FY 2011-12 Sanitary Sewer Study Line in Place 230,020 FY2010-11 Sanitary Sewer Evaluation Study 132,619 FY 2009-10 Pump Station #1 - Repair 36" Gravity Main 70,175 507,695 Checking Sewer Line 201  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5048 New Project Project Update CIP Title: Lift Station Rehabilitation Neighborhood: Investment Objective: Operational Impact: Objective: Maintain, rehabilitate, and replace sewer lift stations Justification: Improved grouting and lining helps prevent inflow and infiltration and decreases treatment costs, stop-ups, and emergency repairs or sanitary sewer outflows. Scope: Due to the flat terrain within the City, the wastewater system contains 44 lift stations to convey wastewater from customers to the two major pump stations for transmission to the Wastewater Treatment Plant. Items included in this project include lining the walls of the wet well with an epoxy-based liner, installing a new access hatch with safety grating, installing a guide rail system with breakaway fittings for easier pump removal, and installing a bypass connection to maintain station operations during repairs and maintenance. Some older lift stations also require relocation and installation of a new wet well, pumps, and piping. Current Year Objectives: Set new lift station wet well at Lift Station #3 on Alconese Avenue SE. Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 225,000 50,000 50,000 50,000 50,000 425,000 - - 225,000 50,000 50,000 50,000 50,000 425,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 225,000 225,000 Lift Station #3 50,000 50,000 Lift Station #8 50,000 50,000 Lift Station # 15 50,000 50,000 Lift Station #4 50,000 50,000 Lift Station #11 225,000 50,000 50,000 50,000 50,000 425,000 Note: Totals for funding sources and project expenses must reconcile for each year. 202  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 LS # 8 Wet wells, pumps, valves 9,250 FY 2009-10 LS #2 cutter assembly, LS #3 valve vault 70,086 79,336 Lift Station #17 203  Capital Improvement Project (CIP) Request Department & Division: Engineering and Utility Services- Sewer Collections & Treatment CIP #: 5065 New Project Project Update CIP Title: Sewer Line Replacement Neighborhood: Investment Objective: Operating Impact: Objective: Replace substandard Sewer Lines Justification: Reduce inflow and infiltration into the wastewater system. Scope: Replace substandard (both in size and material) sewer lines with new PVC or ductile iron material for increased system efficiency and reduced inflow and infiltration resulting in lower operational cost. Current Year Objectives: N/A Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 100,000 100,000 Hollywood Blvd. West of Memorial 25,000 25,000 TBD by video results 25,000 25,000 TBD by video results - 100,000 - 25,000 25,000 150,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 100,000 100,000 Hollywood Blvd. West of Memorial 25,000 25,000 TBD by video results 25,000 25,000 TBD by video results - - - 100,000 - 25,000 25,000 150,000 Note: Totals for funding sources and project expenses must reconcile for each year. 204  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - 205  Capital Improvement Project (CIP) Request Department & Division: Engineering and Utility Services- Sewer Collections & Treatment CIP #: 5065 New Project Project Update CIP Title: Reuse System Upgrade Neighborhood: Investment Objective: Operating Impact: Objective: To make reuse system operational Justification: Reduce potable water consumption for irrigation. Scope: To retrofit obsolete water tank for the purpose of providing reuse water for irrigation to the cemetery and the new recreation complex. Current Year Objectives: N/A Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 100,000 100,000 Retrofit of tank at 55 wright parkway 50,000 50,000 Expansion of service to cemetery 50,000 50,000 100,000 TBD - 100,000 50,000 50,000 50,000 250,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 35,000 35,000 Retrofit of tank at 55 wright parkway 65,000 Retrofit of tank at 55 wright parkway 50,000 50,000 Expansion of service to cemetery 50,000 50,000 100,000 TBD - - 100,000 50,000 50,000 50,000 250,000 Note: Totals for funding sources and project expenses must reconcile for each year. 206  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - 207  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Stormwater CIP #: 5019 New Project Project Update CIP Title: Stormwater Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Replace and Improve Stormwater Infrastructure Justification: Stormwater infrastructure ensures the proper quantity and quality of stormwater runoff, thereby protecting the health and safety of our citizens. Scope: This program involves the replacement or improvement of stormwater infrastructure, and also serves to address potential cross-connection problems with private sewage systems and subsequent water quality issues, helping the City meet National Pollutant Discharge Elimination System (NPDES) Phase II requirements. Current Year Objectives: Stormwater Improvements as identified in the City's Stormwater Master Plan. List includes Lake Drive NW and Oak Street SE as well as improvements to the existing jetty/seawall located at the end of Walkedge Dr.SE. Financial Information FUNDING SOURCES Funding Type Fund FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 70,000 70,000 Replace the Seawall at Walkedge 450,000 450,000 450,000 450,000 1,800,000 TBD by Stormwater Master Plan - 70,000 450,000 450,000 450,000 450,000 1,870,000 PROJECT EXPENSES Activity FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments 30,000 30,000 Replace the Seawall at Walkedge 40,000 40,000 Lake Dr. and Oak St. repairs 450,000 450,000 450,000 450,000 1,800,000 TBD by Stormwater Master Plan - - 70,000 450,000 450,000 450,000 450,000 1,870,000 Note: Totals for funding sources and project expenses must reconcile for each year. 208  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 5-Year Total Comments Payroll - Operating - No operating impact, but quality of life Capital Outlay - improvement for residents Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 Fountainhead Condos 118,851 FY 2009-10 Linstew Drive 87,356 206,207 Deteriorating Storm Drain 209 210 Statistical Information HISTORY & PROFILE The City of Fort Walton Beach, Florida prides itself on being a small, family-oriented seaside community boasting a downtown area that was home to a significant prehistoric Native American community on the Gulf Coast of Northwest Florida. Situated at the junction of two major highways - US 98 (Miracle Strip Parkway) and SR 85 (Eglin Parkway) - Fort Walton Beach enjoys the benefits of its crossroads location along the coastal portion of the Northwest Florida regional transportation network. The City offers a full-service government providing police and fire protection; cultural and recreational activities including parks, a library, a museum, and two championship golf courses; planning and zoning; public works such as street, sidewalk, right-of-way, and cemetery maintenance; utilities service including water, sewer, and storm water; and garbage and recycling collection to a coastal community of 20,719 full-time residents. The City has an exciting and romantic history. As early as 600 B.C., Indian tribes were attracted to Fort Walton Beach from the Mississippi and Tennessee River Valleys and the Southeast Georgia coast. The beginning for the City occurred following the War Between the States when Alabama war veteran John Brooks selected a site of 111 acres where he built a three-room cabin in 1867. Other settlers soon followed. By 1884, the population of the area required establishment of a small schoolhouse. In 1902, the first hotel, Brooks House, was built along the sound and shortly thereafter the first post office was built in 1906. The Montgomery, Alabama, Maxwell Field military base developed an airfield in Fort Walton in 1933 on 137 acres of land and used it as a bombing and gunnery range. The most significant factor in the City's growth was the creation and later expansion, of that airfield, which is now Eglin Air Force Base (the largest military installation in the world) in 1937, the year the City Charter was adopted. Originally chartered as a municipality under the laws of the State of Florida, actual formation of the City was in 1941 when the Florida legislature First Schoolhouse officially named it the Town of Fort Walton. In 1953, the Florida Legislature granted the City a new charter at which time the name was changed to Fort Walton Beach. The name Walton originates from Colonel George Walton, who was Secretary of the East-West Florida Territory in 1822-26 and son of George Walton, signer of the Declaration of Independence and Governor of Georgia. The presence of the military base provided the key economic stimulus for the City's early growth, supplemented by the attractiveness of the location. The City enjoyed a substantial population and economic boom from the 1950's through the end of the 1970's. Subsequently, things started to slow down. The military base became less important to the City's economy than the growing tourism industry. In the late 1960’s and early 1970’s Fort Walton Beach began to experience a decline in economic prosperity, some of which can be attributed to the utility and transportation infrastructure getting older and commercial and residential structures becoming deteriorated. New development began to take place in the surrounding communities. The City, having nearly run out of developable land, started to focus attention on finding ways to induce private enterprise investment in the City and thus capturing a greater share of the local and regional market. The City’s premier gathering place along the Santa Rosa Sound has been the Fort Walton Landing Park since its purchase in 1986. Building upon that with the complete reconstruction of Brooks Street, including the Brooks Bridge Park in 2013, the City’s downtown waterfront was opened up to an extent never before realized and spurred economic growth downtown. Outside of downtown, the City began construction of a new recreational complex, which promises to add to the attraction of the City. Downtown Redevelopment: Brooks Bridge Park Recreation Complex – slated to open Summer 2014 City of Fort Walton Beach, FL 211 Statistical Information DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 93.12 miles GEOGRAPHIC AREA: 7.41 square miles SIDEWALKS: 64.05 miles TAXABLE ASSESSED VALUE: $1,147,373,788 WATER & SEWER LINES: 264.66 miles CITY MILLAGE RATE: 5.7697 STORM DRAIN: 42.01 miles POPULATION: 20,719 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 351 positions, 292.05 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 43 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 36 ACRES OF PARKS: 182.70 CITY NEIGHBORHOODS KENWOOD SOUTH BAYOU GARNIERS BEACH W.E. COMBS NORTHWEST OAKLAND FERRY PARK BEAL SEABREEZE PARKWAY ELLIOTT'S POINT EAST MIRACLE STRIP City of Fort Walton Beach, FL 212 Statistical Information BEAL PARKWAY CHARACTERISTICS: Mostly Residential, CRA District BOUNDARIES: The Beal Parkway Neighborhood includes much of the City’s central core. It includes all lands between Eglin Parkway and Beal Parkway north of Second Street and north of First Street west of Harbeson Avenue. It extends north to Hughes Street and also includes the properties that lie between Robinwood Drive and Beal Parkway and between First Street and Hollywood Boulevard. All parts of the Kelly Subdivision and First Addition to Kelly Subdivision in the area of Comet Street are also included. ATTRIBUTES AND QUALITIES: The Beal Parkway Neighborhood is home to the City's new Public Safety Complex housing police and fire services. The neighborhood includes most of the City's areas in need of code enforcement and rehabilitation activities. The area has one of the highest crime rates in the City. Not surprisingly, the City has targeted funds into this area from the HUD Community Development Block Grant (CDBG) program. Through diligent code enforcement and crime prevention activities, which are presently centered in the Police Department’s Community Policing Program, much progress has been made to improve conditions in this neighborhood. However, there are still many improvements needed. To meet those needs, the City’s Redevelopment Area was expanded to include this area in order to provide additional funding sources to remedy the blight in this area. Substantial land use changes encouraging mixed-uses and de-emphasizing heavy commercial activities will encourage expenditure of private capital in this area. New development is needed to infill parcels which developers have ignored due to lack of infrastructure, which is available in the newer neighborhoods of the City. EAST MIRACLE STRIP CHARACTERISTICS: Primarily Commercial, CRA District, Waterfront BOUNDARIES: The East Miracle Strip Neighborhood lies entirely within the Community Redevelopment Area. The boundaries are Elm Avenue extended to Choctawhatchee Bay to the east; Choctawhatchee Bay to the south; the common property line between the St. Simon’s Episcopal Church/The Boat Marina on south side of US 98 and Beal Parkway on the north side of US 98 to the west; and to the north following First Street from Beal Parkway east to Harbeson Avenue then Second Street and then east to Chicago Avenue. ATTRIBUTES AND QUALITIES: The East Miracle Strip Neighborhood is the former MainStreet area, also referred to as Downtown. This area encompasses the oldest areas of the City and, not surprisingly, is the location of most of the City’s historic structures and sites. Land use is primarily business, which caters to both the local population and the needs of tourists which cannot be met on Okaloosa Island. US 98 and Eglin Parkway (SR85) merge in this area often forming a traffic bottleneck at the foot of Brooks Bridge. The area is central to the redevelopment planning of the CRA and is seeing an upsurge in interest in the redevelopment of prime waterfront properties currently underdeveloped with older single family residences (many locally historic). National historic treasures located here include the Gulfview Hotel site and the Indian Temple Mound. This area includes most of the area forming the designated “Main Street” Program by the Florida Department of State in 1997. The City's museum and new library are also located in this neighborhood. ELLIOTT'S POINT CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Elliott's Point Neighborhood refers to the southeastern portion of the City. While Elliott’s Point Subdivision and subsequent additions to the original subdivision include lands north and south of Hollywood Boulevard east of Ferry Road, the neighborhood known as Elliott’s Point is that area south of Hollywood Boulevard and east of Chicago Avenue. The eastern and southern boundaries are Choctawhatchee Bay. ATTRIBUTES AND QUALITIES: The Elliott's Point Neighborhood is almost entirely comprised of residential land use. The waterfront properties are all single family residential as are the more eastern inland properties. The western properties are mostly multi- family residentially, although much of the Ocean City Subdivision portion of the neighborhood still exists as single family residential land use. Many of the city’s older homes and most prestigious newer homes are co-located in this neighborhood which is characterized by its Spanish moss-laden Oak trees which canopy the many streets. Unfortunately, many of the older frame vernacular homes are being razed for development of more modern homes rather than restored or improved, although some are receiving additions and a new coat of paint. There are no public schools located within this neighborhood that form a central public place, but there are several churches that serve as neighborhood gathering places. The neighborhood also features public parks like Villa Russ Park, which is surrounded by homes and is concealed from casual notice by passersby. Waterfront access is available at Hood Avenue, the end of Hollywood Boulevard, at Shore Drive east of Bay Drive, at the south end of Bay Drive and at Walkedge Drive where there is also a small boat ramp facility. FERRY PARK CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Ferry Park Neighborhood is located in the northeast corner of the main portion of the City. The boundaries are Cinco Bayou to the north; Choctawhatchee Bay to the east; Hollywood Boulevard to the south; and Vine Avenue, Buck Drive, Uptown Station, and the Town of Cinco Bayou to the west. ATTRIBUTES AND QUALITIES: The Ferry Park Neighborhood is comprised almost entirely of single-family residential homes from the most prestigious to more modest dwellings. Everyone knows the prestigious names Sudduth Circle, Yacht Club Drive and Bay Drive. Unfortunately, the neighborhood includes several properties that are constantly on the list of code enforcement violations, City of Fort Walton Beach, FL 213 Statistical Information properties that have not been properly maintained and therefore devalue the other well-maintained homes. This neighborhood surrounds the City’s Ferry Park/Docie Bass Recreation Center/Elliotts Point Elementary School Complex located at the intersection of Hughes Street with Ferry Road. Other prominent features include Goodthing Lake, formerly Lake Earl, a brackish body of water with a precarious outlet to Choctawhatchee Bay. Land uses also include a few residence-offices along Buck, Staff and Hospital Drives as well as the former hospital site, now an adult congregate living facility (ACLF) and the County Health Department Offices. There is also a small amount of neighborhood convenience commercial uses along Hollywood Boulevard in the southwestern corner of the neighborhood. At the end of Ferry Drive is the well-known Fort Walton Yacht Club, a private yacht club. GARNIER'S BEACH CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Garnier's Beach Neighborhood is somewhat isolated from the rest of the City. It lies between the unincorporated area of Okaloosa County known as Ocean City and Cinco Bayou (water body). The boundaries of this neighborhood are at South Street on the north, Choctawhatchee Bay on the east, Cinco Bayou on the South, and Cinco Bayou and Eglin Parkway on the west. The Town of Cinco Bayou lies immediately south of this neighborhood at the foot of the Cinco Bayou Bridge where Eglin Parkway crosses Cinco Bayou. ATTRIBUTES AND QUALITIES: The Garniers Beach Neighborhood is almost entirely comprised of the subdivision named Garniers Beach, which was platted in 1949-50 and is one of the oldest areas of the City. The residential area is small in size, just 247 houses. This neighborhood also includes a waterfront city park, Garniers Beach Park. Commercial uses include a house converted to an insurance office at the southeast corner of South Street and Eglin Parkway; a restaurant located at the southwest corner of Eglin Parkway and South Street; and Mariner Plaza Shopping Center. The neighborhood’s location makes it a wonderful hideaway from the hustle and bustle along Eglin Parkway. The area is similar to Bay Drive/Brooks Street in Elliott's Point in that it has large trees forming a canopy along most of its streets. While most of the homes are modest in size there has been a recent trend where homes are being resold, remodeled and enlarged, especially those facing the Bay and Bayou. KENWOOD CHARACTERISTICS: Primarily Residential BOUNDARIES: The Kenwood Neighborhood is bounded on the north by the U.S. Government’s Eglin Air Force Base Reservation; on the east by Chula Vista Bayou and Garnier's Bayou; on the south by Don’s Bayou, Racetrack Road and Bob Sikes Boulevard; and on the west by Denton Boulevard, Hospital Drive and Lewis Turner Boulevard. ATTRIBUTES AND QUALITIES: The Kenwood Neighborhood is one of the most desired residential locations in the City, blending the prestige of a golf course setting with the natural waterfront tranquility of Bass Lake and adjacent bayous. The City bought the land for the golf course from the Federal Government in the 1960’s for the purpose of providing active and passive recreation opportunities and open space. The City built and maintains two quality 18 hole courses, The Pines and The Oaks. The neighborhood is largely residential and is comprised of single family homes and multi-family complexes, Choctawhatchee high school , Pryor middle school, Kenwood elementary school, the City’s Golf Club, Fire Station #2, and Choctaw Plaza. This neighborhood represents the entire area located within the City limits in the area of the Golf Course and is often referred to as the “Golf Course Area”. Over the last few decades hundreds of properties have voluntarily annexed to the City forming the Kenwood Neighborhood as it is now constituted; however, there are substantial areas still located in unincorporated Okaloosa County adjacent to this neighborhood, meaning the problems created by irregular municipal boundaries will persist and the Kenwood Neighborhood will remain a distant mile and one-half from the nearest part of the original City limits. NORTHWEST CHARACTERISTICS: Primarily Residential BOUNDARIES: The Northwest Neighborhood is located in the northwest quadrant of the City. Its boundaries are Beal Parkway NW to the north; the Beal Parkway Neighborhood to the east; Jet Drive, Silva Drive, Willard Road and Holmes Boulevard to the south; and Wright Parkway to the west. ATTRIBUTES AND QUALITIES: The Northwest Neighborhood includes a full range of land use types. Most of the land is comprised of single family residential homes in subdivisions. There are also some multiple family projects primarily located on the fringes of the neighborhood along collector streets such as Wright Parkway and Robinwood Drive, and along Alabama Avenue. Strip commercial development is located along Beal Parkway lying south of its intersection with Yacht Club Drive. Heavy businesses, including moving companies, warehouses and automotive repair and servicing are located along Industrial Street and Hollywood Boulevard in the southeastern portion of the neighborhood. Silver Sands Elementary School is located in the Northwest Neighborhood. The neighborhood is well provided with recreation facilities such as Jet Stadium, Jet Drive Park, a neighborhood park which has active recreation facilities, and Memorial Drive Park which provides passive recreation opportunities. Three other parks provide 12.6 acres of additional open space, although they have not been developed. The Northwest Neighborhood also includes the City-owned Beal Memorial Cemetery and the U.S. Postal Service Office. The diversity of land use types has created some land use conflicts between single family residential areas and more intense commercial/industrial zoning and land use. The Northwest Neighborhood does contain some of the more desirable inland areas to reside in, such as Bayou Woods and Vesta Heights Subdivisions. It also contains some of the areas which require attention by the City to see that properties are properly maintained. City of Fort Walton Beach, FL 214 Statistical Information OAKLAND CHARACTERISTICS: Residential BOUNDARIES: The Oakland Neighborhood is bounded by Northwest Neighborhood to the east, Hollywood Boulevard and the City of Mary Esther to the south, the City of Mary Esther and Mary Esther Cutoff to the west, and Mary Esther Cutoff to the north. ATTRIBUTES AND QUALITIES: The Oakland Neighborhood’s predominant land use is detached single family residential homes in platted subdivisions. This neighborhood also has a number of multiple family projects, primarily zero-lot line and townhomes. Strip commercial development is located along Mary Esther Cutoff and that portion of Beal Parkway lying south of its intersection with Yacht Club Drive. Businesses, such as warehouses and automotive repair and servicing are located along Hollywood Boulevard in the eastern portion of the neighborhood. There is a small convenience commercial area along Wright Parkway north of Hollywood. Bruner Middle School is the only school located in this neighborhood. The neighborhood is well provided with recreation facilities such as Fred Hedrick Community Center, the Municipal Tennis Center and Oakland Heights School Athletic Fields. Cecelia Park is a mini-park that provides passive recreation opportunities. The Oakland Neighborhood also includes the City’s Public Works Maintenance Yard located on Hollywood Boulevard between Jet Drive and Memorial Parkway and Liza Jackson Charter School. SEABREEZE CHARACTERISTICS: Mixed Zoning, Waterfront BOUNDARIES: The Seabreeze Neighborhood extends from Hollywood Boulevard on the north, Bass Avenue and Robinwood Drive to the east, Santa Rosa Sound on the south, and the City of Mary Esther on the west. ATTRIBUTES AND QUALITIES: The Seabreeze Neighborhood is one of the most diverse neighborhoods relative to land use, including single family residential in the Santa Rosa Park, Seabreeze and Santasia Park Subdivisions, multiple family residential in the Fountainhead and Jackson Trail Apartment Complexes, professional offices in complexes like Paradise Village, highway commercial uses like the restaurants, hotel/motels and new car dealerships, light industrial uses like the United Parcel Service and Keego Brick; and utilities like Gulf Power Company. There is an abundance of public and quasi-public land uses such as schools (Edwins Elementary and Fort Walton Beach High) and churches (St. Mary’s Catholic, First Church of Christian Science, Holy Trinity Lutheran Church, Nazarene Church, and the Seventh Day Adventists). St. Mary’s also has a parochial school for First through Eighth grades. Public parks include Liza Jackson Park and the Memorial Park/Senior Citizens Center. SOUTH BAYOU CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The South Bayou Neighborhood's southern boundary is the major arterial road Beal Parkway NW. The eastern boundary is where the City limits abut those of the Town of Cinco Bayou. To the west lies unincorporated Okaloosa County near where Mary Esther Cutoff (SR 393) intersects Beal Parkway. ATTRIBUTES AND QUALITIES: The South Bayou Neighborhood is one of the most prestigious in the City. Many fine homes are located along the waterfront on large lots at the end of the numerous cul-de-sacs. Most of the streets begin at Beal Parkway and wind toward the waterfront. This area also has a nice tree canopy along many of the streets. There are several passive parks located throughout the neighborhood, Briarwood Park, Mimosa Park and Ewing Park. The neighborhood is almost entirely composed of single family detached residential subdivisions. The lone exception is a small commercial area located at Howell Drive/Beal Parkway comprising an office for a cellular phone company and a medical office. W.E. COMBS CHARACTERISTICS: Primarily Commercial BOUNDARIES: The Combs-New Heights Neighborhood is comprised largely of the City’s Commerce and Technology Park. It is bounded on the north by unincorporated Okaloosa County, on the east by the Sylvania Heights area of Okaloosa County and Mary Esther Cut-Off, on the south by the City of Mary Esther and to the west by Hurlburt Field, which is part of the Eglin Air Force Base Complex. ATTRIBUTES AND QUALITIES: The Combs-New Heights Neighborhood includes Combs-New Heights elementary school, which gives the neighborhood its name, and dates to the 1950’s and 1960’s when most of the residential areas were platted. These subdivisions were annexed to the City by special election for large areas and by individual voluntary requests during the early 1960’s. The residential area is a quiet area which lies between Gap Creek and Lovejoy Road and until the early 1990’s had no sanitary sewer or paved roads. The residential area’s proximity to the industrial and heavy business area to the south and west as well as the very rundown unincorporated area, Sylvania Heights, located to the east, provides a myriad of incompatible land uses. Hurlburt Arms, a multifamily subdivision/apartment complex, is an enclave that lies between Mary Esther on the south, east and west, and the City’s Industrial Park on its north, near Anchors Street. A large portion of this neighborhood is industrial, warehousing and wholesaling enterprises, which were developed on land owned and strictly controlled by the City from the1960’s until 1994. Most of the industrially zoned lands are developed although there are still several tracts that have never been sold. City of Fort Walton Beach, FL 215 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Summer Temp. 83°F Winter Temp. 61°F Annual Rainfall 62” LOCAL AREA ECONOMY Top 10 Employers Employer Product/Service Employees * USAF – Eglin Air Force Development Test Center 19,101 ** USAF – Hurlburt Air Force Special Ops Command 10,055 Okaloosa County School District Education Services 3,417 Jacobs Technology - TEAS Group Military Technical Support 1,483 Okaloosa County *** Local Government Services 1,378 Fort Walton Beach Medical Center Medical Services 1,250 Northwest Florida State College Education Services 1,152 L-3 Crestview Aerospace Military Technical Support 1,064 Lockheed Martin Corporation Military Technical Support 800 InDyne Inc. Military Technical Support 800 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel ***Includes County Commission, Clerk of Court, Property Appraiser, Sheriff, Supervisor of Elections, and Tax Collector Non-Agricultural Employment by Industry Federal Government, 9.7% State & Local Other Services, 4.1% Government, 9.3% Mining, Logging, & Construction, 5.8% Leisure & Hospitality, 18.5% Manufacturing, 3.7% Trade, Transportation, & Utilities, 17.0% Education & Health Services, 10.9% Information, 1.1% Professional & Business Financial Activities, Services, 13.8% 6.2% City of Fort Walton Beach, FL 216  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% Two or More Races 3500 90% Native Hawaiian or Pacific Islander 3000 American Indian or Alaka 80% Native Asian 2500 70% Hispanic or Latino 60% 2000 People Black 50% White 1500 40% 1000 30% 20% 500 10% 0 Under 10-19 20-29 30-39 40-49 50-59 60-69 70-79 Over 85 10 0% FWB Population Housing Units 22000 20000 18000 Owner Occupied, 16000 5160, 61% 14000 People 12000 10000 8000 6000 4000 2000 Renter Occupied, 3241, 39% 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 Taylor Indian River Citrus Pinellas Columbia Okeechobee Dixie Lake Orange Osceola Seminole Charlotte Manatee Lee Lafayette Okaloosa Monroe Marion Desoto Hendry Levy Madison Hamilton Washington Polk Bradford Liberty Jackson Broward Palm Beach Martin Union Hernando Hillsborough Pasco Walton Bay Brevard Gadsden Jefferson Leon Putnam Duval Gilchrist Gulf Flagler Sumter Collier Baker Glades Highlands Holmes St. Johns Hardee Suwannee Volusia Miami-Dade St. Lucie Sarasota Escambia Santa Rosa Wakulla Alachua Calhoun Franklin Clay Nassau City of Fort Walton Beach, FL 217 Statistical Information PROPERTY TAXES Taxable Assessed Value Comparison (in millions) $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Cinco Bayou Crestview Destin Fort Walton Laurel Hill Mary Esther Niceville Shalimar Valparaiso Beach 2010 2011 2012 2013 2014 prelim Property Tax Burden Comparison for Okaloosa County’s Residents Total Ad Valorem Municipality Millage Taxable Value Population per Capita Laurel Hill 14.5218 $15.2M 520 $426 Valparaiso 15.5458 $190.2M 5,244 $564 Crestview 16.8684 $932.1M 22,965 $685 Mary Esther 13.6653 $258.6M 3,860 $915 Niceville 14.7218 $868.6M 13,374 $956 Fort Walton Beach 16.7915 $1147.4M 20,719 $930 Shalimar 15.0218 $89M 734 $1,822 Cinco Bayou 15.3718 $47.5M 391 $1,868 Destin 13.5218 $4030.6M 12,474 $4,369 Okaloosa County* 14.7518 $14389.4M 188,349 $1,127 *Multiple fire districts serve the unincorporated areas, with varying millage rates Fort Walton Beach is the only full-service city, providing police, fire, water & sewer, garbage, and stormwater services along with recreational programs, senior center, library, museums, and two 18-hole golf courses. Top 10 Fort Walton Beach Taxpayers - 2013 Taxpayer Total Taxable Value Percentage Gulf Power Co. $ 17,394,520 1.54% DRS Training & Control Systems 14,955,171 1.33% Suso 2 Uptown, LP 14,233,565 1.26% Cox Communications Gulf Coast, LLC 7,108,180 0.63% Fort Walton Machining, Inc. 6,742,312 0.60% Presidio Developers, LLC 6,081,000 0.54% BLC Westwood, LLC 6,034,454 0.54% Embarq Corp. 5,592,401 0.50% HSU Paul S & Majes 4,969,909 0.44% DDRM Shoppes at Paradise Pointe, LLC 4,420,321 0.39% 87,531,833 7.76% Other Taxpayers $ 1,040,195,097 92.24% Total Taxable Assessed Value $ 1,127,726,930 100.00% City of Fort Walton Beach, FL 218 Statistical Information SELECT FEE SCHEDULES Water & Wastewater Rates Effective October 1, 2014 (1,2) Residential Commercial Monthly Water Rates Res 2010-9 03/23/10 Inside Outside (3) Inside Outside (3) (4) Lifeline Rate $8.55 $10.68 $8.55 $10.68 Res 2010-9 03/23/10 Monthly Base Charge, Meter Size: Res 2010-9 03/23/10 3/4" $8.55 $10.68 $8.55 $10.68 Res 2010-9 03/23/10 1.0" $8.55 $10.68 $8.55 $10.68 Res 2010-9 03/23/10 1.5" $11.63 $14.53 $11.63 $14.53 Res 2010-9 03/23/10 2.0" $19.75 $24.68 $19.75 $24.68 Res 2010-9 03/23/10 3.0" $30.10 $37.62 $30.10 $37.62 Res 2010-9 03/23/10 4.0" $37.62 $47.02 $37.62 $47.02 Res 2010-9 03/23/10 6.0" $59.85 $74.81 $59.85 $74.81 Res 2010-9 03/23/10 8.0" & 10.0" $89.69 $112.11 $89.69 $112.11 Res 2010-9 03/23/10 Multi-Residential / Multi-Commercial, Additional $6.33 $7.91 $8.55 $10.68 Res 2011-14 06/14/11 per Unit Gallonage Rate-per 1,000 gallons per unit Inside Outside (3) Res 2010-9 03/23/10 Block 1 (0-2,000) Included in Monthly Base Charge Res 2010-9 03/23/10 Block 2 (2,001 - 4,000) $2.55 $3.18 Res 2010-9 03/23/10 Block 3 (4,001 - 8,000) $3.12 $3.90 Res 2010-9 03/23/10 Block 4 (8,001 +) $4.68 $5.85 Res 2010-9 03/23/10 (2) Monthly Wastewater Rates Residential Commercial Res 2010-9 03/23/10 (4) Lifeline Rate $18.75 Res 2010-9 03/23/10 Monthly Base Charge $18.75 $22.50 Res 2010-9 03/23/10 (4,5) Gallonage Rate-per 1,000 gallons per unit Res 2010-9 03/23/10 Block 1 (0-2,000) Included in Monthly Base Charge Res 2010-9 03/23/10 Block 2 (2,001 +) $5.89 $7.07 Res 2010-9 03/23/10 (1) (2) Irrigation customers subject to water rates as outlined herein; Monthly Base Charge is per Unit. Residential Single Family and Commercial count as (3) (4) 1 unit. Multi-Family and Multi-Commercial are billed according to meter size and unit count; Outside City surcharge of 25% for water; Single (5) family residence with less than 2,000 gallons per month; Residential service capped at 16,000 gallons per unit. Note: the FY 2014-15 budget is predicated on a 5% water & sewer rate increase on 10/1 rather than the currently adopted 3% rate increase. A new five-year rate study is underway to determine the required rate increase to generate enough revenue to sustain a renewal and replacement reserve and the debt service associated with the new force main and pump station. Basic Garbage Rates Residential: Garbage Tipping* Total One Container $10.60 $6.45 $17.05 Res 2013-2 01/08/13 Two Containers $21.20 $12.80 $34.00 Res 2013-2 01/08/13 Residential Dumpsters, Individual meters $10.60 $6.45 $17.05 Res 2013-2 01/08/13 Commercial: One Container $28.60 $7.25 $35.85 Res 2013-2 01/08/13 Two Containers $57.20 $14.55 $71.75 Res 2013-2 01/08/13 Sharing Dumpster (Minimum charge) $28.60 $7.25 $35.85 Res 2013-2 01/08/13 2 Cubic Yards: 2 Cubic Yards, 2 x week $60.70 $52.40 $113.10 Res 2013-2 01/08/13 2 Cubic Yards, 3 x week $91.05 $78.50 $169.55 Res 2013-2 01/08/13 2 Cubic Yards, 4 x week $121.45 $104.55 $226.00 Res 2013-2 01/08/13 2 Cubic Yards, 5 x week $151.75 $130.70 $282.45 Res 2013-2 01/08/13 2 Cubic Yards, 6 x week $182.10 $156.80 $338.90 Res 2013-2 01/08/13 4 Cubic Yards: 4 Cubic Yards, 2 x week $85.70 $104.55 $190.25 Res 2013-2 01/08/13 4 Cubic Yards, 3 x week $128.55 $156.80 $285.35 Res 2013-2 01/08/13 4 Cubic Yards, 4 x week $171.40 $209.05 $380.45 Res 2013-2 01/08/13 4 Cubic Yards, 5 x week $214.25 $261.30 $475.55 Res 2013-2 01/08/13 4 Cubic Yards, 6 x week $257.10 $313.55 $570.65 Res 2013-2 01/08/13 6 Cubic Yards: 6 Cubic Yards, 2 x week $112.50 $156.80 $269.30 Res 2013-2 01/08/13 6 Cubic Yards, 3 x week $168.75 $235.20 $403.95 Res 2013-2 01/08/13 6 Cubic Yards, 4 x week $224.95 $313.55 $538.50 Res 2013-2 01/08/13 6 Cubic Yards, 5 x week $281.20 $391.90 $673.10 Res 2013-2 01/08/13 6 Cubic Yards, 6 x week $337.45 $470.35 $807.80 Res 2013-2 01/08/13 8 Cubic Yards: 8 Cubic Yards, 2 x week $135.70 $209.05 $344.75 Res 2013-2 01/08/13 8 Cubic Yards, 3 x week $203.55 $313.55 $517.10 Res 2013-2 01/08/13 8 Cubic Yards, 4 x week $271.40 $418.05 $689.45 Res 2013-2 01/08/13 8 Cubic Yards, 5 x week $339.25 $522.60 $861.85 Res 2013-2 01/08/13 8 Cubic Yards, 6 x week $407.10 $627.05 $1034.15 Res 2013-2 01/08/13 City of Fort Walton Beach, FL 219 Statistical Information FIVE-YEAR FINANCIAL FORECASTS General Fund Budget (in millions) $22 $20 $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 2013-14 Budget 2014-15 Budget 2015-16 Estimated 2016-17 Estimated 2017-18 Estimated Personnel Operating Capital Other Revenue Revenue Pro-Forma for Utilities Fund Budget Projected 2013-14 2014-15 2015-16 2016-17 2017-18 OPERATING INCOME (LOSS) 877,864 11,105 2,502,971 2,609,955 2,718,383 NON-OPERATING REVENUES/(EXPENSES) (719,807) (802,628) (802,628) (802,628) (802,628) INCOME (LOSS) BEFORE OPERATING TRANSFERS 158,057 (791,523) 1,700,343 1,807,327 1,915,755 CONTRIBUTIONS AND (TRANSFERS) (490,433) 144,157 (1,598,489) (1,614,534) (1,631,061) CHANGE IN NET ASSETS (332,376) (647,366) 101,854 192,793 284,695 City of Fort Walton Beach, FL 220 Statistical Information Pro-Forma for Sanitation Fund Budget Projected 2013-14 2014-15 2015-16 2016-17 2017-18 OPERATING INCOME (LOSS) 258,998 560,435 637,685 627,138 613,627 REVENUES/(EXPENSES) 38,935 38,935 38,935 38,935 38,935 INCOME (LOSS) BEFORE OPERATING TRANSFERS 297,933 599,370 676,620 666,073 652,562 CONTRIBUTIONS AND (TRANSFERS) (130,000) (486,228) (510,539) (510,539) (510,539) CHANGE IN NET ASSETS 167,933 113,142 166,081 155,534 142,023 Pro-Forma for Stormwater Fund Budget Projected 2013-14 2014-15 2015-16 2016-17 2017-18 OPERATING INCOME (LOSS) 45,674 157,818 111,661 117,642 123,603 NON-OPERATING REVENUES/(EXPENSES) 6,290 6,290 6,290 6,290 6,290 INCOME (LOSS) BEFORE OPERATING TRANSFERS 51,964 164,108 117,951 123,932 129,893 CONTRIBUTIONS AND (TRANSFERS) - (150,987) (150,987) (150,987) (150,987) CHANGE IN NET ASSETS 51,964 13,121 (33,036) (27,055) (21,094) City of Fort Walton Beach, FL 221  GLOSSARY OF TERMS ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which the financial effects of transactions, events, and interfund activities are recognized when they occur, regardless of the timing of related cash flows. All proprietary funds use the accrual basis of accounting. AD VALOREM A Latin term meaning “according to value” commonly used when referring to property taxes. ADOPTED BUDGET An annual budget approved by City Council each September detailing the revenues and expenditures of the City for the upcoming fiscal year. ANNUAL BUDGET A budget applicable to a single fiscal year. AMENDED BUDGET A revised version of the adopted budget prepared after the close of each fiscal year to reflect actual revenues and expenditures. AMENDMENT ONE A Florida constitutional amendment approved by voters in 2008 that provides 1) an additional $25,000 homestead exemption, 2) a 10% annual cap for assessed value increases to non-homesteaded properties, 3) a $25,000 exemption for tangible personal property, and 4) portability of accrued “Save Our Homes” benefits. APPROPRIATED BUDGET An expenditure authority created by Ordinance, which is signed into law, and the related estimated revenues. The appropriated budget includes all reserves, transfers, allocations, supplemental appropriations, and other legally authorized legislative and executive changes. APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. APPROPRIATION FROM FUND BALANCE A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of governmental, special revenue, and similar funds. APPROPRIATION FROM NET ASSETS A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of enterprise funds. ASSESSED VALUE A dollar value of property (land and/or structures) assigned by a public tax assessor for the purposes of taxation. BALANCED BUDGET The total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund 222  level and must be met for each individual fund budgeted. This differs from a “structurally balanced budget”, which requires recurring revenues to equal or exceed recurring expenditures. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. BETTERMENT An addition to, or change in, a fixed asset other than maintenance, to prolong its life or increase its efficiency. The cost of the addition or change is added to the book value of the asset. BOND A method of issuing debt for the purpose of raising capital, with a term of more than one year and usually with a fixed interest rate. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. BUDGET AMENDMENT An increase or decrease in the total adopted budget amount. This must be accomplished by an Ordinance approved by the City Council. BUDGET BASIS All funds are budgeted on a cash basis. However, financial statements reflect modified accrual for governmental funds full accrual for proprietary funds. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET RESIDUALS Excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred (e.g. capital purchase, maintenance contract). Reallocation of these funds requires City Manager approval. BUDGET TRANSFER A reallocation of funds among line items, within the same fund, with the approval of the City Manager or designee. CAPITAL EXPENDITURE An expenditure affecting the government’s general fixed assets. Capital expenditures are classified as either a capital outlay or capital improvement program. CAPITAL IMPROVEMENT PROGRAM (CIP) A five-year planning and budgeting tool that identifies the acquisition, construction, 223  replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. CIP’s may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $500 and $25,000 with a life expectancy of less than 10 years. Capital outlay includes furniture, equipment, and vehicles needed to support the operation of the City’s programs, minor construction projects, landscaping projects, and facility repairs. However, for purposes of budgeting, staff has combined small projects into a CIP when collectively they relate to an overall improvement program or project for a facility or system. For example, the repair of bleachers, batting cages, and lighting at the Softball Complex may be part of a CIP for the renovation of the facility, even though individually the specific items do not meet the CIP threshold. CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY DEVELOPMENT SERVICES (CDS) A City department providing overall direction and supervision of building inspections, code enforcement, planning, zoning, CDBG, and CRA. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. 224 COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. The board has seven members who are appointed to four-year terms. Members must either reside in the City or be engaged in business in the CRA district and are limited to two successive terms. The commission meets the first Wednesday of each month at 5:30 PM in the Council Chambers at City Hall. COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a 225  particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week 226  for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE The difference between current financial assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Might be better described as a measure of liquidity rather than net worth. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 A new accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. 227 IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, 228  which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. 229 PAY AS YOU USE A type of financing whereby long term debt rather than current revenues is used to pay for capital improvements. PERSONAL SERVICES The combination of regular wages, overtime, incentive pay, social security, Medicare, and benefits including deferred compensation, retirement, insurance (dental, health, & life), and worker’s compensation. PLAN FOR NEIGHBORHOOD ACTION (PNA) The action plan developed by each neighborhood in response to the issues and concerns brought forward by that particular neighborhood in the Great Neighborhoods Partnership Program. The PNA’s are then placed in the future land use element of the City’s Comprehensive Plan Directions. PRO FORMA A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 230  percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. SPECIAL PROJECT CARRY-OVER A project carried forward to the next fiscal year due to incompletion. The project was originally budgeted in the year appropriated, so appropriation is likewise carried forward. SPECIAL REVENUE FUND Accounts for resources restricted by law or contract for specific purposes. The fund exists only for the life of the restriction. STATUTE A written law enacted by a duly organized and constituted legislative body. STORMWATER ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s stormwater operations. STRUCTURALLY BALANCED BUDGET Recurring revenues equal or exceed recurring expenditures. This differs from a “balanced budget”, which allows the use of fund balance in the event expenditures exceed revenues. TAX INCREMENT FINANCING (TIF) Florida law allows the use of tax increment financing (TIF) to fund specific public improvement projects in the CRA area. The TIF is determined by the growth in the assessed value of taxable property in the CRA area from the base year to the current tax year and multiplied by the current tax rate for the City and County. TRUTH IN MILLAGE (TRIM) A uniform method for calculating and reporting ad Valorem tax rates in accordance with Chapter 200 of the Florida State Statutes. UTILITIES ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s water and sewer operations. WORKING CAPITAL The difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. 231  ACRONYMS CAFR – Comprehensive Annual Financial Report CEB – Code Enforcement Board CDBG – Community Development Block Grant CDS – Community Development Services CIP – Capital Improvement Program CRA – Community Redevelopment Agency DOR – Department of Revenue FBC – Florida Building Code FRDAP – Florida Recreation and Development Assistance Program FDEP – Florida Department of Environmental Protection FTE – Full-Time Equivalent GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GFOA – Government Finance Officer’s Association LCIR – Legislative Committee on Intergovernmental Relations LDC – Land Development Code LETF – Law Enforcement Trust/Training Fund MPB – Municipal Planning Board MSA – Metropolitan Statistical Area NPDES – National Pollutant Discharge Elimination System PNA – Plan for Neighborhood Action SRF – State Revolving Fund TIF – Tax Increment Financing TRIM – Truth In Millage 232  RESOLUTION 2014- 19 A RESOLUTION OF THE CITY OF FORT WALTON BEACH, FLORIDA, ADOPTING THE MILLAGE RATE FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2014 AND ENDING SEPTEMBER 30, 2015; AND PROVIDING AN EFFECTIVE DATE. Section 1. Purpose The City of Fort Walton Beach held a public budget meeting on August 11, 2014 to discuss the FY 2014- 15 budget. The City held a public budget hearing on September 3, 2014 and September 17, 2014 as required by Florida Statutes section 200.065. The Okaloosa County Property Appraiser has certified that the gross taxable value for operating purposes not exempt from taxation within the City of Fort Walton Beach is 1, 147, 373, 788. Section 2. Millage Rate The City hereby sets the FY 2014- 15 operating millage rate at 5. 7697 mills, which is 1. 02% more than the rolled-back rate of 5. 7117 mills. There is no voted debt service millage. Section 3. Effective Date This resolution shall take effect immediately upon approval by the City Council. kiep Mike Anderson, Mayor Attest: Approved for form and legal sufficiency: Hayw,•( tykes, Jr., , Attorne; len Spencer, city Clerk 233 234 235  CITY OF FORT WALTON BEACH FY 2014-15 Encumbrance Carryovers Council Meeting 09/17/2014 PO Date Vendor Description PO Balance Account Completion 82060 08/25/14 Sirchie Evidence Supplies $156.36 001-0800-521-5200 Dec 2014 81931 08/07/14 Florida Bullet Ammunitions $3,346.40 001-0800-521-5213 Dec 2014 81008 04/04/14 Accent Signs Graphics for PD vehicles $2,916.00 001-0800-521-6403 Dec 2014 81035 04/09/14 First Communications Radios installed for PD vehicles $616.20 001-0800-521-6403 Dec 2014 81050 04/11/14 Dane Safety Supply PD Equipment $27,346.28 001-0800-521-6403 Dec 2014 81394 05/28/14 Don Reid Ford Vehicles $96,048.00 001-0800-521-6403 Sep 2015 81726 07/15/14 Ten-8 Fire Pumper Truck for FD $384,450.00 001-0900-522-6404 Sep 2015 81965 08/12/14 Fisher Scientific Misc Equipment for FD Pumper Truck $8,462.97 001-0900-522-6407 Sep 2015 82235 09/08/14 Williams Communications Misc Equipment for FD Pumper Truck $4,716.22 001-0900-522-6407 Sep 2015 130090* 08/11/14 Rescue Resource Misc Equipment for FD Pumper Truck $20,811.00 001-0900-522-6407 Sep 2015 82246 09/08/14 Shaw Industries Auditorium - New Carpet $15,107.64 001-1000-572-4640 Nov 2014 81862 07/30/14 Eagles Nest Sports Apparel Uniforms - Cheerleading supplies $3,000.00 001-1000-572-5207 Dec 2014 81925 08/06/14 Tuck Enterprises Uniforms - Youth Sports $3,638.00 001-1000-572-5208 Dec 2014 81915 08/05/14 Duval Motor Co 2015 Ford Escape 4x2--Tim's SUV $19,427.00 001-1200-541-6404 Dec 2014 82208 09/05/14 Duval Motor Co. New Vehicle - 2014--F250--4x2--Reg cab $26,031.00 001-1220-519-6404 Dec 2014 82207 08/20/14 Southeastern Sash & Door Security door for PD $3,850.00 001-1230-519-4640 Oct 2014 82012 08/18/14 D & D Heating & Air Replacement of unit at Tennis Center $5,292.00 001-1230-519-4645 Dec 2014 82222 08/27/14 D & D Heating & Air Replacement of unit at Senior Center $35,352.00 001-1230-519-4645 Oct 2014 82223 08/29/14 D & D Heating & Air Replacement at Fire Station #7 $5,092.00 001-1230-519-4645 Dec 2014 82216 08/29/14 D & D Heating & Air Replacement at Fire Station #7 weight room $4,386.00 001-1230-519-4645 Dec 2014 82189 08/27/14 Apparel Expressions Uniforms for Shelley Holmes $118.78 001-1230-519-5210 Oct 2014 82195 08/27/14 The Plastiform Company Plastiform Boards $1,487.00 001-1240-541-5233 Dec 2014 82204 08/28/14 Metal Forms Corporation 5" Concrete Curb Forms $2,726.10 001-1240-541-5233 Dec 2014 82227 09/05/14 Duval Motor Co 2014 Ford F-150 Pickup Truck $15,367.00 001-1240-541-6404 Dec 2014 82172 08/26/14 Fleetco Light for New Truck $245.00 001-1240-541-6404 Oct 2014 79282 09/30/13 Hatch Mott MacDonald Survey & Plat for Hollywood Blvd Property $9,281.00 001-1500-519-3100 Dec 2014 82212 08/22/14 Jenkins Engineering Inc Consulting Svcs for 31 Memorial $5,000.00 001-1500-519-3100 Dec 2014 76786 11/02/12 Kronos, Inc. Payroll Timekeeping - Analytics Configuration $26,750.00 001-5083-513-3100 Jan 2014 77144 05/14/13 DC Architects Inc. New Rec Center – complex plans $22,425.00 001-5117-572-3100 Mar 2015 82279 09/16/14 Sequel Electrical Supply New Rec Center - Transfer Switch $16,036.00 001-5117-572-6257 Mar 2015 79228 09/11/13 Sequel Electrical Supply New Rec Center –Gear packages PR001 $38,556.22 001-5117-572-6257 Mar 2015 79236 09/11/13 Sequel Electrical Supply New Rec Center – lighting packages - PR003 $439,000.00 001-5117-572-6257 Mar 2015 79237 09/11/13 Fort Walton Concrete Company New Rec Center – CMU block fill - PR004 $984.00 001-5117-572-6257 Mar 2015 79238 09/11/13 South AL Brick dba Keego Clay New Rec Center – Brick & related materials - PR005 $40,128.75 001-5117-572-6257 Mar 2015 79239 09/11/13 Block USA – Gulf Coast Division New Rec Center – Concrete masonry units, glass block $32,315.65 001-5117-572-6257 Mar 2015 79241 09/12/13 All Pro Sound New Rec Center – Audio-Visual equipment $34,659.97 001-5117-572-6257 Mar 2015 79242 09/12/13 F&W Precast New Rec Center – Concrete Structures-Manholes #11 $25,944.30 001-5117-572-6257 Mar 2015 79243 09/12/13 Fort Walton Concrete Company New Rec Center – Ready Mix Concrete PR012 $88,000.00 001-5117-572-6257 Mar 2015 79274 09/24/13 HD Supply Waterworks New Rec Center – Sanitary, storm, water, fire main #10 $19,325.75 001-5117-572-6257 Mar 2015 79277 09/26/13 Hussey Seating Company New Rec Center – Telescoping bleachers - PR008 $18,087.00 001-5117-572-6257 Mar 2015 79637 10/16/13 G S C Systems, Inc. New Rec Center - Electronic Low Voltage System #13 $19,054.70 001-5117-572-6257 Mar 2015 80243 12/31/13 DC Architects New Rec Center - Print addt'l blueprints $1,209.28 001-5117-572-6257 Mar 2015 80648 02/25/14 Aeromechanical, LLC New Rec Center - AC central units; ductwork; PR017 $9,943.00 001-5117-572-6257 Mar 2015 80714 03/03/14 Warren Hollow Metal New Rec Center - Doors - PR019 $67,595.38 001-5117-572-6257 Mar 2015 80715 03/03/14 Ready Mix Usa New Rec Center - Concrete - PR020 $22,119.99 001-5117-572-6257 Mar 2015 80832 03/20/14 DC Architects New Rec Center - Contractor Pay Application Review $1,750.00 001-5117-572-6257 Mar 2015 82044 08/21/14 Berridge Manufacturing Company New Rec Center - Roofing Materials $70,000.00 001-5117-572-6257 Mar 2015 82045 08/21/14 Roofers Mart Southeast, Inc. New Rec Center - Roofing Materials $83,000.00 001-5117-572-6257 Mar 2015 81103 04/22/14 C.W. Roberts Hooper Drive Paving $39,617.50 001-5327-541-6351 Oct 2014 General Fund $1,820,772.44 82137 08/28/14 C.W. Roberts Asphalt for Burnette Avenue Rain Garden Project $192.00 107-1950-554-6355 Oct 2014 82138 08/29/14 Fort Walton Concrete Concrete for Burnette Avenue Rain Garden Project $276.00 107-1950-554-6355 Oct 2014 82148 08/29/14 Willingham Construction Fill Dirt for Burnette Avenue Rain Garden Project $2,200.00 107-1950-554-6355 Oct 2014 82158 09/02/14 Ferguson Waterworks Pipe for Burnette Avenue Rain Garden Project $1,331.60 107-1950-554-6355 Oct 2014 82162 09/02/14 Hiawatha Nursery Plants for Burnette Avenue Rain Garden Project $1,433.95 107-1950-554-6355 Oct 2014 CDBG Fund $5,433.55 ITB 14-010; Indian Temple Mound walkway - Deck, 109-2000-552-6310 81727 07/15/14 Panhandle Construction Walkway & Benches $23,700.00 109-2000-552-4650 Dec 2014 82264 09/10/14 Jenkins Engineering Inc Consulting Svcs for Pkg lot at 234 Miracle Strip Pkwy E $23,800.00 109-2000-552-3100 Dec 2014 82245 09/08/14 The Lighting Company Seasonal Decorations - RFP 14-009 $49,939.00 109-2000-552-3100 Sep 2015 69781 08/16/10 Lewis, Longman & Walker Legal Representation for Soundside $16,654.38 109-2000-552-3101 Dec 2014 82126 08/28/14 Southeastern Sash & Door Replacement door for "Little Chapel" $380.00 109-2000-552-4640 Oct 2014 U:\Finance\Budget\Budget 14-15\Comprehensive\Comprehensive\35 Carryovers FY14 to FY15 9/30/2014 1:54 PM 236  81208 05/02/14 C.W. Roberts Hollywood Blvd Paving $83,157.50 109-5018-541-6351 Oct 2014 76139 09/04/12 TBE Group, Inc. (Cardno TBE) Phase B – Happy Food Stores $38,140.00 109-5498-552-6159 Sep 2015 CRA Fund $235,770.88 75525 06/22/12 Layne-Central Co Remove and inspect Well Pump at Well #09 $5,916.50 401-1310-533-4680 Nov 2014 82028 08/13/14 Rowe Drilling Company Pump Repair & Installation Well #3 $51,594.00 401-1310-533-4680 Nov 2014 82226 09/05/14 U.S. Tank, Inc. Water Tank Asset Management Program $61,200.00 401-1310-533-4680 Nov 2014 82236 09/08/14 Control Systems & Replace Soft Starters on Well 6 $14,950.00 401-1310-533-4680 Nov 2014 82262 09/10/14 Control Systems & Replace Soft Starters on Well 7 $14,950.00 401-1310-533-4680 Nov 2014 81916 08/05/14 CH2M Hill Engineers Lift Sation 3 Design and Bid $44,100.00 401-1350-535-3100 Jan 2015 82016 08/19/14 Control Systems & Control System Re-Configuration at Golf Course Reuse $6,500.00 401-1350-535-3400 Oct 2014 73610 01/18/12 Data Flow Systems Narrowband Adjustment $1,890.00 401-1350-535-4680 Oct 2014 69655 08/27/10 Hatch, Mott MacDonald Pump Station #1 - Project 272075 $2,570.00 401-5031-535-3100 Jan 2015 76649 01/03/13 American Cast Iron Pipe PS#1 & Force Main $60,195.13 401-5031-535-6361 Jan 2015 76909 04/04/13 Ferguson Waterworks Force Main Valves & Appurtenances $9,881.06 401-5031-535-6361 Jan 2015 76910 03/12/13 Fortiline, Inc Force Main Valves & Appurtenances $1,596.04 401-5031-535-6361 Jan 2015 76990 03/12/13 American Cast Iron Pipe PS#1 & Force Main $4,562.02 401-5031-535-6361 Jan 2015 77018 02/05/13 Gilbert Pump & Mechanical Materials for PS#1 & Storage Tank $58,085.20 401-5031-535-6361 Jan 2015 77019 12/03/12 Hatch Mott MacDonald Construction Services for PS #1 $69,880.17 401-5031-535-6361 Jan 2015 77028 06/28/13 HD Supply Waterworks PS#1 & Force Main $4,252.82 401-5031-535-6361 Jan 2015 77443 01/29/13 American Cast Iron Pipe PS#1 & Storage Tank $2,541.59 401-5031-535-6361 Jan 2015 77712 08/15/13 C.W. Roberts Contracting Limerock, Pavement Patching $14,699.99 401-5031-535-6361 Jan 2015 77786 03/12/13 Red Valve Co Cone Sleeve & Upgrade $1,620.00 401-5031-535-6361 Jan 2015 77808 07/22/13 Fort Walton Concrete Floor and Grout Mix $5,105.50 401-5031-535-6361 Jan 2015 77860 03/22/13 Southwestern Suppliers Rebar & Plastic Bolster for PS #1 & Storage Tank $133.06 401-5031-535-6361 Jan 2015 PS#1 & Force Main Eval & Eng Report - Project 401-5031-535-6361 74015 12/29/11 Hatch, Mott MacDonald 299802 $8,036.01 401-5031-535-3100 Jan 2015 81966 08/12/14 Gulf Coast Underground Sewer Manhole Liner Service $15,298.23 401-5032-535-6361 Oct 2014 130645* 09/16/14 Anderson Crane Equipment Rental $10,500.00 401-5056-533-3100 Sep 2015 130593* 09/10/14 Wallace O'Connell Cinco Bayou Bridge Sewer Main $10,900.00 401-5056-533-3100 Sep 2015 Utilities Fund 480,957.32 82087 08/25/14 Iron Container Solid Waste Containers $42,054.00 403-1360-534-5225 Mar 2015 Stormwater Fund $42,054.00 72985 09/23/11 Hatch Mott MacDonald Stormwater Master Plan $927.79 405-1380-538-3100 Sep 2015 Stormwater Fund 927.79 *requisition; purchase order not yet issued Purchase Order Encumbrance Carryover - All Funds $2,585,915.98 U:\Finance\Budget\Budget 14-15\Comprehensive\Comprehensive\35 Carryovers FY14 to FY15 9/30/2014 1:54 PM 237  CITY OF FORT WALTON BEACH FY 2014-15 Grant & CIP Project Carryovers Council Meeting 09/17/2014 Divison Project Amount Account Completion Police Historical & Current Status Document 990 001-0800-521-4700 Dec 2014 Police Coban Server Replacement 9,589 001-0800-521-6420 Dec 2014 Fire Assistance to Firefighters Grant 508,400 001-1564-522-6405 Dec 2014 Recreation Recreation Complex 3,595,078 001-5117-572-6257 Jul 2014 Golf Club Fiber Optic Network 13,174 001-1040-572-6310 TBD Facilities Roof for New Bucket Truck 3,500 001-8500-519-6310 TBD Streets Hooper Drive Improvement 2,866 001-5327-541-6351 TBD General Fund 4,133,597 CDBG Nuisance Abatement Program 8,633 107-1910-554-3400 TBD CDBG Public Services - purpose TBD 2,143 107-1940-554-6997 TBD CDBG Combs Manor Court Sidewalk 12,789 107-1950-554-6353 Dec 2014 CDBG Burnette Avenue Rain Garden 11,000 107-1950-554-6355 Oct 2014 CDBG Infrastructure - purpose TBD 2,140 107-1950-554-6997 TBD CDBG Habitat for Humanity 42,500 107-1970-554-8200 Sep 2015 CDBG Carson Drive/3rd Street 106,384 107-1980-554-6997 Sept 2015 CDBG Fund 185,589 Planning Brownfield Cleanup Program Grant 9,478 109-5498-552-6159 Jun 2014 CRA Fund 9,478 Utilities Cinco Bayou Water Line Task Order 17,519 401-1300-536-3100 TBD Utilities Building Maintenance - Repair leaking Roof - Field Office 60,000 401-1300-536-4640 TBD Utilities Replace A/C - Field Office & Warehouse 13,000 401-1300-536-6310 TBD Water Cinco Bridge - Design/Engineering 25,000 401-5056-533-3100 TBD Water Stacy Circle NE & Cinco Bridge Water Line Replacement 163,436 401-5056-533-6360 TBD Sewer Pump Station #1 & Force Main Rehab 4,990,819 401-5031-535-6361 TBD Utilities Fund 5,269,774 Solid Waste Bathroom Remodel 5,624 403-1360-534-4640 TBD Sanitation Fund 5,624 Stormwater Linwood Drainage Project 12,026 405-1380-538-4680 TBD Stormwater Hooper Drive Improvement - Install Storm Drainage 2,161 405-5327-538-6358 TBD Stormwater Fund 14,187 Grant & CIP Project Carryovers - All Funds 9,618,249 U:\Finance\Budget\Budget 14-15\Comprehensive\Comprehensive\35 Carryovers FY14 to FY15 9/30/2014 1:54 PM 238